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AGENDA
CITY COUNCIL WORK SESSION
November 2, 2020
4:00 PM, City Council Chambers
130 S Galena Street, Aspen
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I.WORK SESSION
I.A.Council Goals and Recovery & Relief Outcomes Update
I.B.Private Event Proposal for Winter in Wagner Park
I.C.2021 Recommended Budget Review - 491 & 492 Truscott & Marolt Funds;
620, 622, 641, 642 APCHA, Smuggler, TII, ACI -- Budget Review Wrap-Up
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MEMORANDUM
TO: Mayor Torre and City Council
FROM: Nathaniel Ross, Management Analyst
THROUGH: Karen Harrington, Director of Quality
Alissa Farrell, Administrative Services Director
Sara Ott, City Manager
DATE OF MEMO: October 30, 2020
RE: 2020/2021 Council Goals and COVID-19 Relief Outcomes Update
REQUEST OF COUNCIL:
This memo is to provide a quarterly update to Council about the current status of the 2020/2021
Council Goals and the COVID-19 Relief and Recovery Outcomes.
BACKGROUND:
During the 1st Quarter of 2020, City Council formally adopted Resolution #16 establishing the
2020-2021 Council Goals. (Exhibit A) The 2020/2021 Council Goals consist of eight individual
goals organized into two distinct tiers, as follows:
Tier I Goals
1. Affordable Housing
2. Childcare Sustainability
3. Waste Management
4. Stormwater Financing
Tier II Goals
5. Energy Conservation
6. Community Engagement
7. Local Businesses
8. Boards and Commissions – Goal removed for 2020/2021.
Subsequently, the Council adopted six COVID-19 Outcome Statements and Objectives in
Resolution 33 on April 9, 2020 (Exhibit B):
•Outcome 1: Increase economic security to individuals and families by aiding in
securing shelter, food, utilities, healthcare, childcare and transportation
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•Outcome 2: Encourage good mental health hygiene
•Outcome 3: Support the Pitkin County Incident Management Team
•Outcome 4: Proactively and swiftly work to minimize further economic disruption
and actively encourage its recovery
•Outcome 5: Provide essential municipal government services with minimal
interruption
•Outcome 6: Effectively and regularly communicate with, and listen to, the
community during the response and recovery efforts.
The first Council Goal update occurred during a July 27th work session. In that session, Council
was presented with goal status updates and briefed on COVID response and recovery efforts.
Work session outcomes included the removal of Goal # 8 - Boards and Commissions, as well as
reemphasizing prioritization for the remaining goals. Additionally, feedback on the presentation
and measurement of goal progress was provided to staff to incorporate into future updates.
DISCUSSION:
The need for an immediate focus on ongoing response and recovery efforts for COVID-19,
continues to govern staff time and resources. The unexpected reprioritization of workload
concurrently impacts departments that also have primary responsibilities in progressing Council
Goals. Despite the additional workload, progress has been achieved across the board on Council
Goals while balancing the priority areas within COVID-19 and the recovery efforts.
Staff continue to present specific, in-depth updates on goals at Work Sessions. A few
accomplishments and activities of particular note include:
•Council passed a Policy Resolution on October 13 providing formal direction for study and
potential amendments in four areas of the Land Use Code. Contracts for targeted
consultant support are being pursued.
•Staff continue discussions with Colorado Mountain College regarding the conversion of a
classroom for infant care, with an IGA expected in the future.
•A Communications Director has been hired and has started employment with the City.
Staff developed and held two community focus groups/e-chats and an Aspen community
communications survey is currently being piloted and is scheduled to go out in the near
future.
•Stormwater financing options were recently discussed with Council in August.
For further information on the progress of each goal, the following staff members are available
to present a brief update during the November 2nd work session:
1. Affordable Housing – Sara Ott, Phillip Supino, Pete Strecker, and Scott Miller
2. Childcare Sustainability – Shirley Ritter and Ron LeBlanc
3. Waste Management – CJ Oliver and Liz Chapman
4. Stormwater Financing - Scott Miller and April Long
5. Energy Conservation – CJ Oliver and Ashley Perl
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6. Community Engagement – Alissa Farrell and Denise White
7. Local Businesses – Phillip Supino, Mitch Osur and Ron LeBlanc.
In terms of the COVID-19 Relief and Recovery Outcomes, staff have continued to bring forward
innovative programs to help keep Aspen safe and open. The COVID-19 recovery programs have
included a broad scope based on the outcomes including but not limited to business support,
family and individual assistance, and public health investments. In addition to the financial
tracking of expenditures, a COVID-19 Recovery Report detailing the programs and services will
be available in near future. Exhibit C is an excerpt from the COVID-19 Recovery Report which is
scheduled to be available to the community within the next thirty days.
Lastly, Exhibit D provides a scorecard on the current status of the Council Goals, while Exhibit E
provides an update on expenditures and activities associated with the $6 million committed to
the COVID-19 Outcomes. Finally, Exhibit F compiles work session memos on the Council Goals
and Relief Outcomes, for those updates provided to Council since July.
CITY MANAGER COMMENTS:
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RESOLUTION # 016
Series of 2020)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ASPEN, COLORADO,
ADOPTING THE 2020-2021 CITY COUNCIL GOALS
WHEREAS, the City Council has a long history of establishing goals to direct priorities for
the City; and
WHEREAS, the City Council adopted Strategic Focus Areas in December 2019 to guide the
work of City Administration; and
WHEREAS, City Council endeavors to be strategic in its deliberations regarding these
goals to ensure that current opportunities, needs and challenges facing the community are fully
considered; and
WHEREAS, the goals of City Council guide the actions of City Council and the City
Administration in budgeting and programming initiatives; and
WHEREAS, City Council desires to formally adopt year 2020-2021 goals to guide the City
in shaping its future.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF ASPEN,
COLORADO,
Section 1. That the City Council of the City of Aspen hereby adopts the following City of Aspen
2020-2021 Council Goals, and does hereby authorize the City Manager to pursue said goals.
Tier I Goals
1. Affordable Housing—Advance the quality of life through affordable housing opportunities
that address financing, incentives, and maintenance through partnerships.
A. Resources: Increase the City's resources for affordable housing development by
leveraging existing funds in tandem with partnering with regional entities.
B. Incentives: Review adopted regulations that affect the development of affordable
housing including a study of the affordable housing fee-in-lieu rate, the Certificate
of Affordable Housing Credit program, employee generation and mitigation rates,
and multi-family replacement requirements.
C. Financing: Establish and utilize a financial advisory board to advise, evaluate, and
make recommendations on the long-term economic stability of affordable
housing development.
D. Maintenance Focus: Work with partner agencies and homeowner associations to
formulate options to address delayed affordable housing maintenance, including
insufficient capital reserves policies.
Exhibit A
5
2. Childcare Sustainability: Engage with the business community and local stakeholders on
ways to finance and expand childcare availability and create workforce development
opportunities.
a. Education. Increase the awareness regarding the value, benefits, and success of
Kids First and early childhood education programs.
b. Resources: leverage the collective interests of the Roaring Fork Valley to identify
and advance opportunities to increase capacity, with emphasis on the need for
quality infant and toddler spaces.
c. Workforce: Encourage workforce development and program expansion through
creative and immediate actions that develop a qualified workforce and talent
pipeline for early childhood educators.
3. Waste Management: Develop a long-range community waste management plan to reduce
waste in the highest impact landfill diversion areas.
a. Incentives. Evaluate and implement incentives that increase voluntary diversion of
solid
waste.
b. Policy. Evaluate and consider policy changes that address wildlife conflicts,
balances community values surrounding construction impacts, and supports the
longevity of the community's landfill.
4. Stormwater Financing: Identify and implement capital funding sources to address and
expand the aging stormwater system as well as finance projects focused on treating
outfalls to the Roaring Fork River.
S. Energy Conservation: Reduce the energy use in commercial and multi-family buildings
through increased incentives and the advancement of Building IQ, which requires energy
use tracking and improved energy efficiency.
Tier II Goals
6. Community Engagement: Create and implement a community engagement strategy that
incorporates participation data to inform and increase future public participation in policy
decisions.
7. Local Businesses: Analyze opportunities to retain and attract essential, small, local and
unique businesses to provide a balanced, diverse and vital use mix supporting the
community.
8. Boards and Commissions: Evaluate decision making authority for quasi-judicial boards and
commissions.
INTRODUCED, READ AND ADOPTED by the City Council of the City of Aspen on the 10th
day of March 2020.
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Torre, Mayor
I, Nicole Henning, duly appointed and acting City Clerk do certify that the foregoing is a
true and accurate copy of that resolution adopted by the City Council of the City of Aspen,
Colorado, at a meeting held, March 10, 2020.
c
Nicole Henning, City Clerk
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RESOLUTION NO. 33
SERIES OF 2020)
A RESOLUTION ADOPTING SIX OUTCOME STATEMENTS AND RELATED OBJECTIVES
FOR THE CITY OF ASPEN COVID-19 RELIEF EFFORTS AND DIRECTING THE CITY
MANAGER TO PREPARE SPECIFIC TACTICS TO IMPLEMENT THE OBJECTIVES.
WHEREAS, there have been proposals brought before City Council to fund relief and
recovery efforts related to the City of Aspen's Local Disaster Emergency Declaration; and
WHEREAS, the City Council has evaluated these proposals and believes adopting
specific outcome statements and related objectives for the City and directing the City Manager
to prepare specific tactics to implement the objectives will best serve the City in providing relief
efforts.
NOW THEREFORE, be it resolved by City Council, that the City of Aspen hereby adopts
the following five outcome statements and related objectives for the City of Aspen Covid-19
relief efforts and to direct the City Manager to prepare specific tactics to implement the
objectives:
Outcome#1: Increase economic security for vulnerable people by aiding in securing shelter,
food, utilities, healthcare, childcare and transportation.
Objectives:
A. Quickly distribute funds to individuals and families through non-profit and
governmental partners.
B. Amend City housing policies that can provide temporary relief.
C. Educate residents on how to communicate with lenders and landlords regarding
changes in personal financial circumstances
D. Reduce barriers to accessing healthcare through education.
E. Deliver public transit in a safe and reliable manner.
F. Ensure safe, reliable and affordable childcare remains in the community for working
families.
Outcome#2: Encourage good mental health hygiene.
Objectives:
A. Regularly encourage neighbor-to-neighbor connection in new ways that account for
social distancing requirements.
B. Financially support professional mental health services in the community.
Exhibit B
8
Outcome#3:Support the Pitkin County Incident Management Team.
Objectives:
A. Frequently communicate with the Incident Management Team Incident Commanders
and the community.
B. Provide staffing for the Incident Management Team.
C. Advocate for and be a funding partner for COVID-19 testing for the community at-
large.
D. Advocate for and be a funding partner for purchasing personal protective equipment.
E. Assist with planning for 'opening of town' with protocol to minimize disease relapse in
the community.
Outcome#4: Proactively and swiftly work to minimize further economic disruption and actively
encourage its recovery.
Objectives:
A. Serve as a connector to aid small businesses and landlords seeking assistance through
state and federal programs.
B. Leverage business expertise to establish Aspen-centric economic recovery roundtables
C. Provide flexibility to commercial leaseholders in City-owned properties.
D. Take a regional approach to recovery efforts to leverage the Western Slope's collective
business, educational and government expertise and voice with state and federal
agencies
E. Identify and respond to gaps in state and federal business aid programs that can be
reasonably be filled by the City of Aspen through a loan or grant program.
Outcome#5: Provide essential municipal government services with minimal interruption.
Objectives:
A. Prioritize services and service levels.
B. Plan services to match available financial resources.
C. Be a responsible employer in the care and welfare of City employees.
Outcome#6: Effectively and regularly communicate with, and listen to, the community during the
response and recovery efforts.
Objectives:
A. Provide timely and accurate information on the City's progress towards these outcomes.
B. Collaborate and utilize extensive communication strategies and tools, including deploying new
tools,for ensuring the City is meeting audiences where they are today.
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And further,the City Council wishes to have further work sessions to evaluate the community
benefits and considerations of:
Advancing private sector construction projects to shovel ready through permit review
and extension of the spring construction season;
Possible temporary relief of land use code requirements for accommodation, retail and
restaurant industries; and
Collaboration with major tourism partners to emphasize Aspen's unique and valued
experiences to launch an open for business campaign and events when appropriate.
Torre, Mayor
I, Nicole Henning, duly appointed and acting City Clerk of the City of Aspen, Colorado, do
hereby certify that the foregoing is a true and correct copy of the Resolution adopted by
the City Council at its meeting held on April 9, 2020.
Nicole Henning
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COVID-19 RECOVERY REPORT
1
The CityofAspen has responded tothe COVID-19pandemicwitha plethoraofinnovative
programsthathavehelpedtokeepAspen safeand open. WhenCOVID-19began to
impactthe CityofAspen atthe beginning ofMarch 2020, staff responded withswift action
bypartneringwithPitkinCountytoestablish anIncidentManagementTeamtorespond to
the immediate crisis. Shortly thereafter, Aspen CityCouncil providedcommunity
leadershipbyestablishingsix outcome areas for the City'sresponsetoand recoveryfrom
COVID-19. Additionally, Aspen CityCouncil allocated $6,000,000tobeusedfor
COVID-19recoveryand response.
Manyofthe CityofAspen's COVID-19recovery programsare still ongoing and morewill
beimplemented inthe future. The CityofAspen's COVID-19recoveryprogramshave
includedfamilyand individualassistance, businesssupport,investments inpublichealth,
communications, resources for artsand culture organizations,and support for childcare
providers.These programshaveprovidedthe vital support thatthe community ofAspen
neededbecause ofCOVID-19. The CityofAspen willcontinuetocommunicate withthe
publicand implement programstorespond toCOVID-19, helpthe community recover
fromthe pandemic, and maintainthe mountainculture and lifestyle ofAspen.
Thisreportdetails the CityofAspen's responsetoCOVID-19uptoNovember2nd,2020
and concludes witha looktowardthe future. The CityofAspen isstill being impactedby
COVID-19and the winterwillpresent new challengesfor our community.The Cityof
Aspen has created thisreporttoassurethe publicthatthe Citywillcontinuetoprovide
support and communication thatthe community needs tomoveforward despite numerous
challenges.
Executive Summary
Executive Summary
Exhibit C
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"Receiving funds
to help with food
and shelter
during April."
"The people I
interacted with
were amazing and
kind. Having help
with my rent was
amazing."
"Very appreciative
to live in a
community that
was able to assist
it's residents in
such a quick time."
Pitkin County COVID-19 Relief Program
COVID-19 RECOVERY REPORT
16
The City of Aspen provided nearly
$1,000,000 to Pitkin County to support their
financial assistance program. They were able
to provide rent/mortgage, utilities, food, gas
and other types of assistance to 1,357 people
in Aspen, 230 of which had children.
PITKIN COUNTY COVID-19
RELIEF PROGRAM
WHAT DID RECIPIENTS FIND HELPFUL
ABOUT THE PITKIN COUNTY COVID-19
RELIEF PROGRAM?
12
Aspen
Film
$30,000
Arts and Culture Grants Program
Aspen
Community
Theater
$9,300
5 Points
Adventure
Film
$15,000
Aspen
Words
$30,000
Aspen
Fringe
Festival
$4,796
Jazz
Aspen
Snowmass
$30,000
The Arts
Campus at
Willits
$30,000
Aspen
Choral
Society
$5,997
Anderson
Ranch
Arts Center
$30,000
Theatre
Aspen
$30,000
Aspen
Dance
Connection
$3,935
The
Art
Base
$10,000
Aspen
Santa Fe
Ballet
$30,000
Aspen
Chapel
Gallery
$7,500
Roaring
Fork
Music
Society
$8,000
COVID
Arts
Grants
$304,528
Aspen
Music Festival
& School
$30,000
COVID-19 RECOVERY REPORT
28
Arts and culture Grants program
The Artsand CultureNonprofit Grantprogram was introduced
toAspen CityCouncil onMay 18, 2020. Council approvedthisprogram which
providedover$300,000ingrant awards to16differentartsandculture focused
nonprofits. Grantswereawarded toeligibleorganizations forupto10% of the
non-profit's annualbudget, withindividual awardsnot toexceed$30,000.
13
COVID-19 RECOVERY REPORT
Kids First Programs
38
"Kids First has beena grounding support throughout
thistimeofCOVID-19. Without their support both
financially and professionally, Woody Creek Kids
wouldn'tbewhere weare today.The rentreliefand
enrollmentsubsidy thatKidsFirst providedour
program was transformational. Itallowed ustoreopen
strongand toremainopensince June. " - Christina
Holloway
woody creek kids
"FundsreceivedfromKidsFirst...helpedustopurchase
much-needed suppliestoopenour doors safelyonJune8th
after being closedfor 3 months. The additionalmoney that
was receivedfor rentand subsidy purposeswas ableto
offsetthe costs wehad bypayingall ofour 16staff
members for 3 months, aswellasnot chargingparents
tuition while wewereclosed... withthe generoussupport of
KidsFirst,all childcare centers inour valleyare still ableto
operate and provide suchanimportant service toworking
families."- Adele Melnick
how did Kids first help?
KidsFirst offered nearly $300,000 inenrollmentsubsidies,rentassistance, cleaning
services,supplies, andcommunicationservices tochildcareprovidersthroughthe month
ofJuly. Additionally, KidsFirstreconfigured theiroffices toprovidebetter public
services tochildcare providers.
KIDS FIRST PROGRAMS
Growing Years school
14
City of Aspen
Status (1-10)Goals & Objectives Lead(s)Accomplishments (July 2020 - Present)Next Steps (Q4 2020 & Early 2021)Expected Completion Date(s)
GOAL: Affordable Housing: Advance the quality of life
through affordable housing opportunities that address
financing, incentives, and maintenance through partnerships.
7 Resources: Increase resources for affordable housing development.Scott Miller &
Pete Strecker
Council worksessions held onSeptember 14 & 15 to discuss priorities
for the 150 Fund in order to define financial needs. Outcomes
indicated that borrowing may be needed for the Lumberyard
Development.
Reviewing existing tax resources to assess a possible vote on
expansion of uses. In addition, staff to continue research for any
potential new taxes if Council wishes to pursue that option.
Evaluation for any repurposing of exisiting
taxes or asssesment of new taxes would be
completed in advance of associated ballot
deadlines.
4 Incentives: Review adopted regulations to improve incentives.Phillip Supino
Following three worksession discussions in Spring and Summer of
2020, Council passed a Policy Resolution on October 13 providing
formal direction for study and potential amendments in four areas
of the Land Use Code. Contracts for targeted consultant support are
being pursued. Four Areas: Fee-in-Lieu update, AH Credits program,
Multi-Family Replacement, and existing incentives and credits
related to AH mitigation.
1) Policy Study with support from consultant/experts; 2) targeted
outreach to the development community and more broad outreach
to the general public; 3) drafting of code language for potential
amendments; 4) public hearing process with Council; 5) codification
of approved amendments. It is anticipated that the work related to
FIL and Credits program will be completed January/February of 2021.
First policy changes are anticipated to be
implemented by February 2021, but the
project as discussed with Council will
continue for the next couple of years with
continued Council direction in support.
n/a Financing: Establish a financial advisory board.-Initiative removed for 2020.--
4 Maintenance: Formulate options to address delayed housing
maintenance.
Scott Miller & Sara
Ott
City Council reviewed 150 Fund priorities on Sept 15 and 16. Staff is
analyzing alternative funding mechanisms with outside parties.
Litigation with Centennial continues for the foreseeable future.
Staff will present settlement consideration for litigation to Council.
Further, staff will continue to work with Pitkin County and APCHA to
establish forward facing policy options to ensure HOAs maintain
sufficient reserves for maintenance responsiblities.
Likely will take most of 2021 working with
our partners at APCHA and Pitkin County.
GOAL: Childcare Sustainability: Engage with the business
community and local stakeholders on ways to finance and
expand childcare availability and create workforce
development opportunities.
6 Education: Increase awareness of benefits of Kids First and early
childhood education.
Shirley Ritter &
Ron LeBlanc
Kids First has used partnerships and collaborative efforts to increase
awareness about the importance and the benefits of early childhood
education (ECE). Shirley Ritter co-writes a column in the Aspen Daily
News; she serves on the Pitkin County Interagency Oversight Group
(IOG) to keep ECE part of the focus for community agencies. Staff
also uses social media, virtual meetings and trainings, and regional
partnerships to strengthen our message.
In 2020 Kids First have not been able to engage with the community
as planned before COVID. Currently planning to revisit that work,
knowing our approach will be very different. Kids First Advisory Board
(KFAB) and staff will continue to meet with business partners to work
toward capital solutions
Early 2021, with some activities being on-
going.
8 Resources: Identify and advance opportunities to increase childcare
space and financing.
Shirley Ritter &
Ron LeBlanc
Continue discussions with Colorado Mountain College regarding the
conversion of a classrom for infant care. Kids First staff has done site
visits to the CMC campus with regulatory agencies to determine
what physical changes need to happen in the space to accomodate
infants. KFAB and staff are in the process of recruiting a provider and
developing an operating budget for this space.
Drafting and negotiating an IGA with CMC for infant care space at the
Aspen CMC campus. Staff will continue to work with childcare
programs and families to determin specific needs, to oversee physical
changes, and to make the commuity aware of this progress.
Early 2021
6 Workforce: Take action to develop a qualified workforce.Shirley Ritter &
Ron LeBlanc
Due to 2020 budget reductions, Kids First has not hired the early
childhood teacher/intern that was planned for use as supporting a
qualified workforce. Kids First was able to use the COVID recovery
funding to support childcare programs during a period of low
enrollment, so that they could retain current staff. Kids First helped
programs get PPP loans to retain staff. In every program that used
these funds, this resulted in almost no staff leaving their
employment.
If the budget passes for 2021, the intern position will be included.
This is a termed position; this person would gain work experience and
education during this year, to then be hired by a local childcare
program as a qualified lead teacher. Kids First continues to support
childcare programs through funding, networking, technical assistance,
nurse consuluting, and community engagement regarding how critical
childcare is to the recovery of our local economy.
Many parts of this plan are complete - rent
relief, subsidy for low enrollment. Other
parts are on-going, and the intern position
will be hired in 2021, with the first successful
completion of that position before December
31, 2021.
2020 - 2021 Council Goals Scorecard
Safe and Lived In Community of Choice
Community Engagement
November 2020
Exhibit D
15
City of Aspen
GOAL: Create and implement a strategic and comprehensive
communications plan.
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ORIGINAL: Create and implement a community engagement strategy.
REVISED: Create and implement a strategic and comprehensive
communications plan.
Alissa Farrell &
Denise White
Parallel to work completed for the strategic communications plan, a
Communications Director has been hired to lead this goal. Staff
have focused on gathering community data to drive alignment and
direction in the development of a strategic communications plan.
Specifically, staff initiated community focus groups/e-chats
(completed) and developed an Aspen communications community
survey. The Aspen communications community survey is scheduled
to go live within the next few weeks. The data analysis provided
from the survey and e-chat/focus groups along with additional
information gathered will help to guide the development of the
strategic communications plan.
Analysis of the communications survey data and e-chat focus groups.
With the Communications Director and team's guidance, the timeline
and milestones for the development of the strategic communications
plan are scheduled to be completed by end of 2020.
Currently under review with addition of
Communications Director.
GOAL: Local Businesses - Analyze opportunities to retain and
attract essential, small, local and unique business to provide a
balanced, divers and vital use mix supporting the community.
8
Phillip Supino,
Mitch Osur, and
Ron LeBlanc
Developed Small Business Revolving Loan Program, issued loans to 9
local businesses. Established the Winter in Aspen Vitality (WAV)
Team, exploring ways to support local businesses through the winter
season. Have developed Land Use, Building Code, and Engineering
polcies related to temporary structures, use of the right-of-way and
Ped. Malls.
Established the Winter in Aspen Vitality (WAV) Team, exploring ways
to support local businesses through the winter season. Ensure the
safe establishment of temporary structures and use of the right-of-
way by businesses. Implement streamlined review processes.
GOAL: Waste Management - Develop a long-range
community waste management plan to reduce waste in the
highest impact landfill diversion areas.
3 Incentives: Provide incentives to increase voluntary diversion of solid
waste.
CJ Oliver & Liz
Chapman
Research picked up in September for both incentives and policy
options. The Colorado legislature abandoned several waste diversion
bills to respond to Covid. Additionally, funding for recycling grants
was swept to pay for Covid response programs. These changes and
the economic impact of the pandemic have created unanticipated
challenges for staff.
Research and networking to determine what other communities have
done to plan for long-term waste diversion and reduction and which
policies and programs would be a good fit for Aspen. Staff will also be
creating projections to estimate what various scenarios would cost
and how those policies and programs would impact Aspen’s waste
stream.
Work
session with Council on Dec.7 to present various scenarios for long-
term waste planning and receive direction from Council for
developing a plan. Each scenario will outline policies, programs, and
budget to reduce waste buried in the landfill. Staff will take direction
from Council and return with specific recommendations in Spring
2021 for Council to approve and formalize a waste diversion and
reduction plan over the long-term.
December 7 – Council provides direction to
staff about the scope and timeline for waste
reduction/diversion planning.
March 2021 – Staff presents Council with a
detailed plan, based on direction provided in
December 2020.
Protect our Environment
November 2020
16
City of Aspen
3 Policy: Consider policy changes to address wildlife conflicts, consider
construction impacts, and increase landfill Up.
CJ Oliver & Liz
Chapman
Research picked up in September for both incentives and policy
options. The Colorado legislature abandoned several waste diversion
bills to respond to Covid. Additionally, funding for recycling grants
was swept to pay for Covid response programs. These changes and
the economic impact of the pandemic have created unanticipated
challenges for staff.
Research and networking to determine what other communities have
done to plan for long-term waste diversion and reduction and which
policies and programs would be a good fit for Aspen. Staff will also be
creating projections to estimate what various scenarios would cost
and how those policies and programs would impact Aspen’s waste
stream.
Work
session with Council on December 7, to present various scenarios for
long-term waste planning and receive direction from Council for
developing a plan. Each scenario will outline policies, programs, and
budget to reduce waste buried in the landfill. Staff will take direction
from Council and return with specific recommendations in Spring
2021 for Council to approve and formalize a waste diversion and
reduction plan over the long-term.
December 7 – Council provides direction to
staff about the scope and timeline for waste
reduction/diversion planning.
March 2021 – Staff to present to Council with
a detailed plan, based on direction provided
in December 2020.
GOAL - Stormwater Financing: Identify and implement capital
funding sources to address and expand the aging stormwater
system as well as finace projects focused on treating outfalls to
the Roaring Fork River.
4 Funding and financing: Identify and implement options.Scott Miller & April
Long
During August worksession possible funding sources were discussed.
Options that Council requested more information on included direct
funding out of Assest Mgmt Plan, utilizing parking fees, grant
funding and development-related fees. Additionally partner funding
from other jurisdictionsn (i.e. Pitkin County Healthy Rivers Fund) and
the possibility of increasing the existing tax were discussed.
Staff is working to further analyze system conditions and prioritize
improvements necessary to meet the goals of the program. Staff will
also refine the estimated funding needed to support different
components of the program. In early 2021 staff will prepare a report
or memo for Council that suggests potential funding sources that
could support the funding needs and schedule for the program.
March 2021 staff will present funding needs
and suggest potential funding sources for
meeting those needs, outlining possible
advantages and disadvantages of each
source.
GOAL - Energy Conservation: Reduce the energy use in
commercial and multi-family buildings thorugh increased
incentives and the advacement of Building IQ, which requires
energy use tracking and improved energy efficiency.
7 Incentives: Increase incentives and advance building IQ.CJ Oliver & Ashley
Perl
During COVID, CORE and the Climate Action Office have received
more interest from homeowners, renters and business owners for
energy assessments, grants, rebates, and energy assistance. The City
of Aspen has assisted 1 multi-family unit in voluntarily benchmarking
their energy use. No commercial buildings have expressed interest in
the voluntary benchmarking program. Nine city-owned buildings
have also been benchmarked.
Building IQ and Required Benchmarking Program is ready for
implementation if City Council desires to move from voluntary energy
conservation programming towards more impactful, required
programming.
GOAL: Boards and Commissions - Evaluate decision-making
authority for quasi-judicial boards and commissions.
n/a Roles: Evaluate decision-making authorities.-Initiative removed for 2020.--
Complete (9-10 points)
On Track (7-8 points)
Some Progress (5-6 points)
Infrequent Progress (3-4)
Stopped (1-2)
Status Definitions:
Smart, Customer Focused Government
Fiscal Health and Economic Vitality
November 2020
17
November 2, 2020
STATUS OF EXPENDITURES FOR COVID-19 OUTCOME AREAS
Outcomes:
1 Increase economic security for vulnerable people by aiding in securing shelter, food, utilities, healthcare, childcare, and transportation.
2 Encourage good mental health hygiene.
3 Support the Pitkin County Incident Management Team.
4 Proactively and swiftly work to minimize further economic disruptions and actively encourage its recovery.
5 Provide essential municipal government services with minimal interruption.
6 Effectively and regularly communicate with, and listen to, the community during the response and recovery efforts.,
Fund Outcome Purpose Budget Spent Committed Remaining Notes
General Fund 1 County support for
financial assistance $500,000 $500,000 $0 $0
First payment of $200K was issued
April 23 and matched by ACF donor.
Second payment of $300K was issued
directly to County on September 15.
General Fund 1,2,4,5,6
Assistance to small
businesses, purchase of
protective equipment
and/or temporary
staffing, individual
assistance through ACF
and other non-profits.
$3,000,000 $2,286,006 $641,268 $72,725 Details below in gray.
4 $929,483
All payments have been made. This
was for up to one third of rent plus
CAM for up to three months for
commercial renters (total of $1M set
aside for this program).
Exhibit E
18
November 2, 2020
1,2 $400,000 $100,000
Payment of $250K made on May 8 to
ACF for the Aspen to Parachute Relief
Fund. Second payment of $150K on
July 31, and another payment of
$100K is scheduled for October 30.
4 $200,000
Payment made on June 16 to ACRA
(as a loan) in tandem with additional
$300K release of funds from the
Tourism Promotion Fund balance.
This was coupled with $500K of
ACRA's own funds to promote Aspen
as a tourist destination during these
challenging times.
5 $105,211
Expenditures to date on PPE for staff
and the public, including gloves,
masks, hand sanitizer and cleaning
products, and plexiglass coverings.
4 $77,466
Expenditures to date on protective
barriers for restaurants/businesses
to safely occupy right-of-way spaces
for expanded commerce while
maintaining spacing for public health
preservation.
4 $28,279
Expenditures to date on the $25 gift
card program plus $1,608.50 for
materials (equivalent of 847 cards).
Anticipating a few more to trickle in.
19
November 2, 2020
4 $153,732
Committed funds for additional arts
grants. These funds would be in
addition to $142K in non-RETT
revenue within the Wheeler Opera
House Fund for distribution in 2020.
$304,528 was awarded. Some
contracts are still in process.
6 $30,000
ACRA Street Team for summer
tourist education on public health
orders.
4 $200,572
$200K processed 8/19. Committed
funds for a revolving loan program
with a 1% interest obligation and
repayment terms over 4 years.
5 $26,886
Personal Protective Equipment - Face
masks and buffs purchased for school
district
6 $35,646 Mask zone creation and
communication
6 $17,780 $7,220 Virtual Town Hall Meetings
4,5 $50,356 $24,644
Special Projects Manager to assist
with COVID (economic vitality
revolving loan program, etc.)
6 $26,175 $223,825
Communications professional
services and termed labor for face
coverings campaign, latinx outreach,
social media support, general
communications messaging and
campaign review.
20
November 2, 2020
5,6 $4,421 $285,579
City of Aspen Health Protection Team
including full time staff, equipment,
technology, specific printing and
record keeping systems. Estimated
cost for 17 months is ~$290,000.
Housing
Development
Fund
1
Direct rental / mortgage
assistance for residents
throughout the Valley in
deed restricted APCHA
units.
$1,500,000 $477,459 $0 $1,022,541
The County's financial assistance
program was paused in July and has
not been reinstated at this time.
Kids First Fund 4,5,6
Additional financial aid,
support of program
staffing levels and
cleaning, and
improvements to Kids
First offices to ensure
safe working conditions
$1,000,000 $362,912 $0 $637,088 Details below in gray.
4,6 $315,170
Enrollment subsidies and rent
assistance to individual programs,
communication on financial aid
opportunities
5 $45,888 Reconfiguration of Kids First offices
for a safer working environment
5 $1,854 PPE for Kids First
Total $6,000,000 $3,626,378 $641,268 $1,732,354
21
Exhibit F: Council Memos Regarding
Goals July 28, 2020 through October 12,
2020
22
MEMORANDUM
TO: Mayor Torre and Aspen City Council
FROM: Ben Anderson, Principal Long-Range Planner
THROUGH: Phillip Supino, Community Development Director
MEMO DATE: August 5, 2020
MEETING DATE: August 10, 2020
RE: Work Session Discussion – Affordable Housing Goals and
Coordination with the Land Use Code
(Continued discussion from 6/2/20)
REQUEST OF COUNCIL: This work session’s purpose is to follow up on an extensive
conversation with Council on June 2, 2020 related to Affordable Housing Goals and
Coordination with the Land Use Code (LUC). In June, staff presented several possible
areas in the LUC that could be evaluated for amendments to further support the creation
of new affordable housing. Council was generally supportive of staff’s suggestions, but it
was made clear during the discussion that some of the possibilities had more potential
than others – and importantly were more feasible to pursue in the near term.
This memo outlines staff’s recommended priorities in our work to evaluate the LUC
related to affordable housing over the coming months. Staff asks for Council support of
these priorities – or that Council provide additional direction. Staff also seeks direction to
initiate the first round of code amendments for Council consideration in September.
SUMMARY AND BACKGROUND: During the June discussion Council provided support
for the following Guiding Principles as staff begins this work:
1)Be holistic in analysis of relevant LUC regulations which affect the development,
financing, maintenance, and supply of affordable housing.
2)Provide Council with broader, contextual information and potential alternatives to
ensure affordable housing regulations are legally defensible, innovative, and deliver on
Council’s policy objectives.
3)Staff will ensure analysis of all regulations and alternatives includes financial
information to inform holistic decision making.
5
Exhibit F Cont.
23
Page 2 of 5
Affordable Housing/Land Use Code Coordination
4)Structure the process to allow Council to understand and consider individual pieces of
the LUC regulations incrementally, within the context of the larger system.
Staff presented the following areas in the LUC for consideration of evaluation:
1) Affordable Housing Fee-in-Lieu
2) Affordable Housing Credits Program
3) Growth Management Quota System
•Employee Generation and Mitigation Rates
•Multi-Family Replacement
•Lodge Incentives
•Existing Floor Area Credit – Residential
4) Subdivision
5) Zone District Standards
6) Calculations and Measurements
7) Affordable Housing Revenue and Financing
For discussion and further detail on each of these topics, please see the staff memo from
June 2nd – attached as Exhibit B.
STAFF DISCUSSION: Following the direction from Council on June 2nd, staff has created
a refined set of recommended priorities for ComDev’s work in the coming months. While
these topics are complex and require study (and demand caution as we move to recovery
from COVID-19), staff believes these are topics that have immediate importance, are
tangibly scaled, and are feasible to achieve in the near term. Potential amendments on
these topics could be packaged and presented to Council for consideration as soon as
September. They will all require some degree of consultation with outside experts and
outreach to the development community and to a more general audience. These
recommended focus areas can be evaluated, and potential amendments proposed within
ComDev’s current budget authority.
Recommended Study Areas
1)Affordable Housing Credits Program
Staff continues to believe in the promise of the AH Credits Program to encourage private
sector development of affordable housing units. In the evaluation of this program, staff
will look to identify improvements that bring additional clarity to the supply and demand
mechanisms behind the credits program – and importantly propose additional incentives
within the development of AH units. Initial ideas for improvements include:
•Phased issuance of approved credits during the construction process. This could
provide additional flexibility to developers in creating a revenue stream as a project
moves through construction. Additionally, this could help the credits market by
bringing credits to the market incrementally, rather than the current situation where
a large batch of credits hits the market at project completion.
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Page 3 of 5
Affordable Housing/Land Use Code Coordination
•Policies that provide flexibility, yet certainty in the number of credits issued for a
particular project. This has importance both to new construction and projects that
propose the conversion of existing free-market multi-family to deed-restricted
affordable housing. This specifically involves the relationship of the LUC to
APCHA’s development requirements for unit sizes – and the credits that can be
generated as a consequence.
•Create a multiplier in the credits generated calculation for designated historic
properties. This would acknowledge the additional costs of preservation in projects
that are proposing redevelopment to affordable housing. This could be particularly
important in the Main Street Mixed-Use and R/MF Zone Districts – where we
already encourage affordable housing projects through other policies.
•Provide direct language in the LUC to promote the availability of AH Credits to
private development projects that are additionally pursuing LIHTC (Low Income
Housing Tax Credits) units. Currently the LUC does not provide this direct
encouragement, and if read in a particular way actually prohibits a project from
pursuing both Federal and Aspen-based incentives. This change beyond
encouragement of credits projects in general – could also result in units directed
at lower income categories.
Staff sees real potential in these improvements based on previous conversations with
developers of affordable housing. Staff will work with the development community to
further confirm the potential of these ideas and refine the details that would be included
in any additional policy changes. Staff does not see this as a particularly controversial
set of potential improvements. These potential changes would not alter the underlying
purpose or structure of the program. They may increase the financial viability of future
affordable housing credits projects, resulting in a possible increase in the frequency and
scale of such projects. Additionally, beyond conversations with the development
community and perhaps review by third-party experts, these changes would necessitate
minimal consultant engagement.
2) Affordable Housing Fee-in-Lieu (FIL) Update
This would finalize the work previously completed by the consultant team of White and
Smith, and TischlerBise. The report that was delivered this spring confirmed that the
general framework of Aspen’s FIL is legally defensible and provided a clear methodology
for how to calculate and update the FIL. Staff and consultant efforts would provide
specific figures for the FIL and would potentially respond to other recommendations from
the report.
As it is estimated that current FIL figures are artificially low having not kept up with
construction costs in the Aspen market, this work could result in significant increases in
the FIL – and consequently the cost of required AH mitigation. As such staff will be
carefully working with consultants to ensure that calculations are grounded in legally
defensible procedures. Because of the potential impacts to overall development costs,
staff does recommend that more general outreach will be required as proposed changes
come forward. This is a topic that staff will be particularly careful of in assessing impacts
in the context of COVID-19 recovery.
725
Page 4 of 5
Affordable Housing/Land Use Code Coordination
3) Existing Credits and Incentives Related to Required AH Mitigation
AH mitigation calculations, over time, have been used in the LUC to incentivize or
disincentivize different kinds of development outcomes. Staff has identified three such
calculation methods that have had real impacts on mitigation calculation:
•Lodge Density/Unit Size Incentives – The LUC currently provides significantly
reduced mitigation requirements for lodge projects that provide smaller units and
use land efficiently. This has the effect of reducing the required mitigation rate from
65% (consistent with other commercial uses) to as low as 10%. While this has
resulted in the intended outcome of smaller lodge unit sizes, it has also created
community discussion related to AH mitigation on recent high-profile lodge
projects.
•Existing Lodge Unit Credit – this provides a full credit for existing lodge units during
redevelopment of lodge projects – regardless of whether the existing lodge units
ever provided AH mitigation. This credit during redevelopment of other commercial
buildings is being phased out – starting from 2017.
•Existing Residential Floor Area Credit – this currently provides a full credit for
existing residential floor area during redevelopment – regardless of whether the
existing residence ever provided AH mitigation. This type of credit for commercial
buildings is being phased out – starting from 2017.
These three existing “incentives” have had significant consequences on required AH
mitigation for Lodge and Residential development and redevelopment. Changes to these
existing regulations will require fundamental policy considerations for Council and the
community. If Council supports exploring changes to these credits, particularly to the
Residential credit, staff recommends a robust outreach campaign. Staff does not at this
point foresee significant consultant engagement requirements for these topics.
4) Improvements to Multi-Family Replacement Requirements
The multi-family replacement regulations in the Growth Management chapter of the LUC
is simultaneously difficult to interpret and apply and yet absolutely essential in retaining
free-market, multi-family units as part of Aspen’s housing stock – and in the creation of
deed-restricted affordable housing during redevelopment scenarios. Staff, property
owners and the development community are often perplexed by the requirements of this
section. Additionally, there has been some concern over time that re-development
scenarios have not always resulted in projects that meet the intent of the code.
Of the proposals contained in this memo, this is the one that staff believes will require the
most study and support from consultant expertise. Clearly understanding the potential
development outcomes of proposed changes will be essential – as will be a significant
outreach campaign to HOAs and property owners. At this time, staff believes that this
work will generate several proposed scenarios for eventual consideration by Council and
the community.
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Affordable Housing/Land Use Code Coordination
NEXT STEPS: With direction from Council, staff will begin the work necessary to the
further study these issues, create policy analyses, and draft possible code amendments.
Necessary contracts for consultant support will be initiated and public outreach efforts
defined. Following Council direction to staff on each of these topics, the next step in the
process with Council will be a Policy Resolution followed by the ordinance development
and adoption process.
These initial areas of focus are anticipated to be addressed before the end of 2020 or into
early 2021. Other items discussed at the June 2nd work session not included in this initial
focus, remain on staff’s radar, but will not be pursued without further direction from
Council.
FINANCIAL IMPACTS: Following Council direction, further analysis will be required to
determine financial impacts.
ENVIRONMENTAL IMPACTS: N/A
ALTERNATIVES: N/A
RECOMMENDATIONS: N/A
CITY MANAGER COMMENTS:
EXHIBITS:
A – Summary table of proposed work plan
B – Staff Memo – June 2, 2020; Work session
927
EXHIBIT A – Summary table of proposed work plan – Fall 2020 / Winter 2021
Affordable Housing Goals / Land Use Code Coordination
Proposed Work Area Land Use Code
Section(s)
Summary of Issue and
Proposed Study Outreach Required Consultant
Engagement
AH Credits Program
26.540
AH Certificates
26.470.050
Growth Management
Calculations
Identify and implement
enhancements to existing Credits
program – this may include
Directed – to
development community,
particularly those in
affordable housing
Minimal
AH Fee-in-Lieu (FIL)
26.470.050.E
Growth Management
Calculations
Finalize AH mitigation FIL
calculation and confirm method
for yearly update
Directed – to
development community
Limited –
finalizing
previous
work
Existing Credits and
Incentives
26.470.100.G
Lodge Mitigation
26.470.070.F
Credit for Existing
Lodge Units
26.470.090.A
Credit for Existing
Residential Floor Area
Evaluate impact to AH mitigation
requirements in redevelopment
scenarios for lodge and single-
family/duplex residential projects
More general – these
potential changes have
broad impact to
development community
and property owners
Minimal
Multi-Family
Replacement
26.104.100
Definitions
26.104.110
Use Categories
26.470.020
Terminology
26.470.100.D
MF Replacement
26.470.100.H and I
Residential Mitigation
Clarify requirements and
limitations to ensure preservation
of multifamily residential units for
Aspen’s full-time and part-time
residents during redevelopment
scenarios
More general – this policy
area has impacts for
development community
and property owners –
special efforts will be
made in outreach to
Condo HOAs
More
Significant
1028
Page 1 of 3
MEMORANDUM
TO: Mayor and City Council
FROM: Chris Everson, Affordable Housing Development Project Manager
THRU: Hans de Roos, Capital Asset Director
DATE OF MEMO: August 3, 2020
MEETING DATE: August 11, 2020
RE: Resolution #63 of 2020: Burlingame 3 Modular Supply Agreement with
Guerdon LLC
REQUEST OF COUNCIL: Staff is requesting approval of attached Resolution #63 of 2020 and associated
Supply Agreement for factory construction and delivery of modular housing units for Burlingame 3.
PREVIOUS COUNCIL ACTION: In June 2019, Council directed staff to move forward with a
community outreach program aimed at preparing for construction of the Burlingame Phase 3 affordable
housing development. At the September 24, 2019 City Council work session, staff and the design team
provided a review of the outreach to that point, part of which included 96 surveys received from Burlingame
residents. One of the top 3 construction priorities from those surveys was mitigation of construction noise
and support for modular construction to reduce the duration of on-site construction.
DISCUSSION: Staff issued an RFP for Modular Housing Manufacturer on March 13, 2020.
The RFP was aimed at major residential/multifamily modular manufacture rs with the capacity to handle
the Burlingame 3 project and which are within approximately 750 miles of Aspen. On April 10, 2020, the
City of Aspen received proposals from three modular manufacturers, including the following bids:
Modular Manufacturer Location Proposal Total per square foot
Irontown Modular Spanish Fork, UT $19,198,880 $215.85
Nashua Builders Boise, ID $14,060,302 $156.65
Guerdon LLC Boise, ID $12,242,093 $136.30
The total cost proposed by both Nashua and Guerdon were under budget. Burlingame 3 would be the largest
project in Irontown’s history, and they were the high bidder. Nashua Builders were the next highest bidder,
and rather than proposing to build directly per the plans and specifications which were issued by the project
architect, 359 Design, Nashua proposed an alternate building methodology. Of the three, Guerdon’s price
was lowest, and Guerdon has the highest production capacity. Although all three manufacturers are highly
qualified (on future projects, we would be fortunate to be able to work with any of these firms), Guerdon is
known as one of the largest and most experienced in the industry.
The City’s evaluation team of 5 was made up of 3 staff members plus our architect and owner’s rep. One
key verification which the evaluation team needed to ascertain was whether the low bid by Guerdon was
fully inclusive of everything which is needed for the project, including a beneficial delivery schedule.
Below is a list of items which were further verified by the committee regarding the Guerdon proposal:
✓Proposed to build directly based on the City’s plans and specifications
✓Complete design services
✓2-Year Warranty Included
✓Includes State of Colorado building code inspections
✓On-site Project Site Supervisor provides on-site installation support at Burlingame Ranch
✓Allows buyer to commission a third party quality assurance inspector in the factory
✓Includes production of model units for testing sound and vibration
222
Exhibit F Cont.
29
Page 2 of 3
✓Delivery Schedule will facilitate project occupancy by summer 2022
✓Responsible for freight management, shipping includes transportation insurance
✓Financial stability, long standing history
For the reasons listed above and more, the evaluation team unanimously agreed that the City of Aspen
should select Guerdon and enter into a Letter of Intent to award the contract to Guerdon LLC so that the
engineering process at Guerdon’s factory could begin.
With this recommendation, the City Manager’s Office agreed to the attached Letter of Intent. This is a
customary part of the process in the industry, and in this case, the Letter of Intent provides the City of Aspen
with the assurance of being slotted into the Guerdon production queue for the necessary manufacturing time
slot needed to satisfy the project schedule. Also, the Letter of Intent allows for the engineering process to
begin, and the engineering team at Guerdon has been working for weeks now with the Burlingame 3 design
team to reach a point in the process often referred to as “design lock”, which assures the purchaser of the
precise designs which will be produced at the factory.
As part of the engineering collaboration which has taken place so far among 359 Design and Guerdon, it
has been necessary to refine the modular scope for work, which was bid based on the 100% Design
Development (DD) plans because the RFP was issued in March. The City’s ongoing design effort has since
concurrently advanced the project plans to the 90% Construction Documents (CD) level, and the 90% CD
plans were recently submitted with the building permit applications. (100% CD plans are typically issued
upon completion of the building permit application review and approval process.) To bring the modular
scope of work up to date, the three items listed below were added to the Guerdon scope of work and have
increased the total contract amount accordingly. It would have been necessary to add these items to the
scope of work if any modular manufacturer had been selected. The items added are as follows:
1. Microwave ducting to exterior:$24,928
2.Water heater supply treatment/filter $10,693
3. Two extra layers of gypsum wall board at party walls $51,866
Subtotal of items added since RFP/Proposal $87,487
Updated Contract Total $12,329,580
Transportation of the building modules from the factory to the project site is included in the contract total
in the amount of $1,054,568. It is important to note that this amount is subject to change based on conditions
at the time of shipment and will be updated based on the actual cost of shipment.
A video tour of the Guerdon facilities in Boise is available here. Not shown in the video: Guerdon has put
COVID-19 mitigation protocols in place at the plant, and to date they have been able to continue to operate
the plant with only minor inconveniences in the manufacturing process.
FINANCIAL/BUDGET IMPACTS: The proposed contract price is under budget. It is important to note
that this supply agreement is a large purchase commitment and will obligate the City of Aspen to the
payment terms included, and due to the up-front procurement of materials that Guerdon must invest in to
fulfill the order, the ability for the City to terminate the agreement without cause is not included in the
supply agreement.
By entering into this supply agreement, the City is committed to receiving the units to be delivered to the
Burlingame Ranch site based on the schedule included in the supply agreement. In the event that the City
must delay or re-schedule construction to the future, for one reason or another, the modular units will need
to be stored on site (or somewhere to be determined off site) until such a time as they can be installed at the
Burlingame Ranch project site.
22330
Page 3 of 3
RECOMMENDED ACTION: If Council is fully committed to meeting the current project schedule, with
construction beginning in April 2021 through completion in summer 2022, then staff recommends that
Council approve Resolution #63 of 2020 and the Supply Agreement with Guerdon LLC.
CITY MANAGER COMMENTS:
ATTACHMENTS:
1)Resolution #63 of 2020
2)Supply Agreement with Guerdon LLC, including the following exhibits:
•Exhibit A – Product Specifications
o Exhibit A.1 – Modular Construction Specifications
o Exhibit A.2 – Interior Finish Matrix
•Exhibit B – Design Lock Plans
•Exhibit C – Plans: Completed After the Effective Date: Approved by AOR
•Exhibit D – Supply Agreement Price
•Exhibit E – Deposit and Payment Schedule
•Exhibit F – Guerdon Two (2) Year Limited Warranty
•Exhibit G – Scope of Work
•Exhibit H – Milestone Schedule
•Exhibit I – Insurance
•Exhibit K – Modular Unit Conformance Sign-Off
•Exhibit M – Water Commissioning Process
•Exhibit N – Supply Bonds
3)Guerdon RFP Proposal
4)Letter of Intent May 27, 2020
22431
RESOLUTION #63
(Series of 2020)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ASPEN,
COLORADO, APPROVING A CONTRACT BETWEEN THE CITY OF ASPEN
AND GUERDON LLC AUTHORIZING THE CITY MANAGER TO EXECUTE
SAID CONTRACT ON BEHALF OF THE CITY OF ASPEN, COLORADO.
WHEREAS, there has been submitted to the City Council a Supply
Agreement between the City of Aspen and Guerdon LLC, a true and accurate copy
of which is attached hereto as “Exhibit A”;
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF
THE CITY OF ASPEN, COLORADO,
That the City Council of the City of Aspen hereby approves the Supply
Agreement between the City of Aspen and Guerdon LLC, a copy of which is
annexed hereto and incorporated herein, and does hereby authorize the City
Manager to execute said Supply Agreement on behalf of the City of Aspen.
INTRODUCED, READ AND ADOPTED by the City Council of the City of
Aspen on the 28th day of July, 2020.
Torre, Mayor
I, Nicole Henning, duly appointed and acting City Clerk do certify that the
foregoing is a true and accurate copy of that resolution adopted by the City Council
of the City of Aspen, Colorado, at a meeting held July 28, 2020.
Nicole Henning, City Clerk
22532
Page 1 of 2
MEMORANDUM
TO: Mayor and City Council
FROM: Chris Everson, Affordable Housing Development Project Manager
THRU: Hans de Roos, Capital Asset Director
DATE OF MEMO: August 3, 2020
MEETING DATE: August 11, 2020
RE: Resolution #68 of 2020: Lumberyard Affordable Housing
Conceptual Design Services, DHM Design Contract Extension
REQUEST OF COUNCIL: Staff is requesting approval of attached Resolution #68 of 2020 and
associated contract extension with DHM Design for the proposed continued scope of work for the
conceptual design process for the Lumberyard affordable housing project.
PREVIOUS COUNCIL ACTION: On June 24, 2019, Council approved Resolution #70 of 2019
and associated contract with DHM Design for initial community outreach and conceptual design
for the lumber yard affordable housing development for 2019. On April 14, 2020, Council
approved a contract extension for DHM Design which included an abbreviated conceptual design
scope of work to allow for the continued conceptual design while the COVID-19 Stay-at-home
Order was in place. At a work session on July 6, 2020, DHM Design presented their conceptual
designs, and Council provided the design team with direction for plan refinements.
DISCUSSION: From the start of the Lumberyard conceptual design process, the goal has been to
create community-vetted conceptual design alternatives for the development of affordable housing
at the Lumberyard property, and for Council to select a preferred conceptual design by December
2020. DHM Design was originally hired with an initial scope of work through 2019, but not with
scope for the entire process through the end of 2020. The continued scope of work proposed herein
includes the remainder of the conceptual design process as envisioned to reach the goal stated
above.
When the abbreviated conceptual design scope of work was undertaken in April, there were certain
elements of the conceptual design process which were tabled for later due to the COVID-19 Stay-
at-home Order. Technical studies related to geotechnical/soils, traffic impacts, noise and air quality
were tabled and are included in the proposed continued scope of work. An additional round of
community outreach and feedback was also tabled and is included in the proposed continued scope
of work as well. Two additional City Council work sessions are also proposed, one for presentation
of the technical studies and the results of the community outreach, and one for Council’s preferred
conceptual design selection, including any final refinements as needed.
The details of the continued scope of work proposed herein are the result of collaboration among
City of Aspen and DHM staff and is included in the attached proposal from DHM Design. Council
provided the design team with ample feedback and direction at the July 6 work session. The scope
of work proposed herein would have the design team modify the plans based on Council’s July 6
direction to move toward a 300-unit conceptual design (which is already in process using hours
remaining from the prior tranche of work) and go directly to additional community outreach to
seek community input on the evolved plans.
428
Exhibit F Cont.
33
Page 2 of 2
As shown in the schedule provided, the next round of community outreach will consist of 6 weeks
of web-based online feedback from September through October and a few (likely outdoor or
otherwise with appropriate distancing) physical community outreach events where possible. The
topic of engagement for the community outreach will be to seek input from the community based
directly on the plans which are being modified for alignment with Council’s July 6 direction to the
project team.
At the next Council work session for this effort, Council will be able to hear feedback from the
next round of community outreach along with the results of the technical studies. This will allow
Council to be fully informed when directing the next set of refinements to the plans. Staff
anticipates that Council will use the information provided to give direction to the team that will
allow the design team to make near-final adjustments to the plans. Upon return in late November
for a final work session on this topic for 2020, Council will be asked to make a final conceptual
design selection – although further refinements could be accommodated as needed.
At the final work session on this topic for 2020, staff will also seek direction from Council about
next steps for the project. (This direction may also be informed through the budget process which
will occur in October). With the conceptual design stage complete, Council could direct staff to
bring the plans up to an appropriate level for a development application and a land use entitlement
process in 2021.
FINANCIAL/BUDGET IMPACTS: All of the design team work on the project is billed hourly,
not to exceed the maximum contract value. The table below shows the history of the DHM
contract, as compared to the project budget to date:
DHM Contract Amount Approved by
Initial Contract $157,670 Approved by Council 6/24/2019
Addendum #1 $14,968 Approved by staff 1/10/2020
Addendum #2 $36,778 Approved by staff 2/10/2020
Addendum #3 $97,500 Approved by Council 4/14/2020
Addendum #4 $199,500 Proposed herein
Total $506,416
Approved Project Budget
2019 Approved Project Budget $175,000
2020 Approved Project Budget $400,000
Total $575,000
RECOMMENDED ACTION: Staff recommends approval of Resolution #68 of 2020 and
associated contract extension with DHM Design for the proposed scope of work.
CITY MANAGER COMMENTS:
ATTACHMENTS:
1)Resolution #68 of 2020
2)Exhibit A: DHM Design Contract Addendum 4: Continuing Services Scope of Work and
Fee, August-December 2020
3)Lumberyard Conceptual Design Project Schedule
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RESOLUTION #68
(Series of 2020)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ASPEN,
COLORADO, APPROVING A CONTRACT AMENDMENT BETWEEN THE
CITY OF ASPEN AND DHM DESIGN AUTHORIZING THE CITY MANAGER
TO EXECUTE SAID CONTRACT AMENDMENT ON BEHALF OF THE CITY
OF ASPEN, COLORADO.
WHEREAS, there has been submitted to the City Council a contract
amendment between the City of Aspen and DHM Design, a true and accurate copy
of which is attached hereto as “Exhibit A”;
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF
THE CITY OF ASPEN, COLORADO,
That the City Council of the City of Aspen hereby approves the contract
amendment between the City of Aspen and DHM Design, a copy of which is
annexed hereto and incorporated herein, and does hereby authorize th e City
Manager to execute said contract change orders on behalf of the City of Aspen.
INTRODUCED, READ AND ADOPTED by the City Council of the City of
Aspen on the 11th day of August, 2020.
Torre, Mayor
I, Nicole Henning, duly appointed and acting City Clerk do certify that the
foregoing is a true and accurate copy of that resolution adopted by the City Council
of the City of Aspen, Colorado, at a meeting held August 11, 2020.
Nicole Henning, City Clerk
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MEMORANDUM
TO:Mayor and City Council
FROM:April Long, P.E., Clean River Program Manager
THROUGH:Trish Aragon, P.E., City Engineer
Scott Miller, Public Works Director
MEMO DATE:August 14, 2020
MEETING DATE:August 17, 2020
RE:Council Goal #7 – Funding the Clean River Program
REQUEST OF COUNCIL: Feedback and direction regarding investigation and
implementation of potential funding sources for capital projects in the Clean River
Program (Council Goal #7).
SUMMARY AND BACKGROUND:
In 2005 the City of Aspen studied stormwater management and river health needs and
funding options. Funding alternatives were identified and discussed by an advisory
committee, which made recommendations to City Council for a dedicated property tax.
In November, 2007 Aspen’s voters overwhelmingly approved a special ad-valorem
property tax mill levy of 0.65 mills for the specific purpose of increasing revenues to
fund the City’s Stormwater and Clean River Program, independent of TABOR limitation.
Revenues from this tax are the main source of funding for the current program and are
estimated to generate approximately $1.2 million in 2021.
In addition to the property tax, in 2008 City Council also instituted a development fee
based on impervious square footage that applied to all new and re-developments. The
combination of revenues from the fee and tax were intended to fund all operating and
capital costs associated with the Clean River Program (program). This fee was
removed by Council in 2010 to relieve the burden on development during the recession
of 2008, leaving a significant gap in funding for the program. While other fees, such as
development review fees and fees-in-lieu of detention, have been established since
then, they only fund a small portion of the needs of the program. Currently fees are
estimated to generate approximately $260,000 in 2021.
The primary objective of the Clean River Program for the City of Aspen is to prevent,
reduce, and mitigate the impacts of urbanization on the Roaring Fork River. The 160
Fund, established and dedicated to support this effort, funds programs or projects that
accomplish the following goals:
12
Exhibit F Cont.
36
Operate a program that is comprehensive, cohesive, and consistent year-to-year
Protect human health, safety and property by reducing stormwater impacts and
installing and maintaining the City’s stormwater system
Improve and maintain watershed functions in the Roaring Fork Valley that protect
or improve the health of the Roaring Fork River in Aspen, including water quality,
riparian habitat, and hydrology
Involve stakeholders in the protection, maintenance and restoration of the Aspen
watershed
Practice stormwater management techniques that mimic natural hydrology
Reduce the amount of pollutants that have the potential to enter the Roaring Fork
River and its tributaries via stormwater runoff
Reduce impervious surfaces so stormwater can infiltrate to remove pollutants
and recharge groundwater
Reduce the demand on the City’s storm system and the cost of constructing
expensive pipe systems
Increase urban green space and areas for stormwater infiltration
Foster positive connections between people and stormwater
Address requirements of federal and state regulations to protect the public and
restore and protect watershed health
In the 12 years since the program began, much has been done to accomplish these
goals. Most notably, the completion of two regional water quality improvement projects
– Rio Grande Park and Procktor Open Space (Jenny Adair Wetlands were completed
prior to the establishment of the program and funding source) that, when combined,
treat over 40% of City’s polluted runoff; many small water quality improvements
throughout town; the enlargement of Mail Trail stormwater system and other pipe
replacements and repair; the development of several master plans that provide
guidance for river management, mudflow hazards, system needs in the
Smuggler/Hunter basin, and riparian area restoration and protection priorities.
The fund also provides for five full time employees whose work ranges from program
management, long-range planning, development review, inspection and enforcement,
system and parks maintenance and upkeep, monitoring, and education.
There are many outstanding projects identified in the original business plan and in more
recent master plans and new projects are identified each year as more information is
gained about City’s existing infrastructure, threats to public safety, and the health of the
river. Most recent review suggests the completion of currently identified or anticipated
projects will cost in the range of 13 – 20 million (Note: This is a rough estimate and
additional work should be done to better refine these numbers). Current operating costs
for the program are approximately $800,000 and transfers out of the fund are
approximately $330,000. With annual revenue estimates at $1.5 million, that leaves
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only $370,000 each year for capital improvements. Accomplishing the backlog of
projects and meeting the goals of the program would take approximately 40-50 years at
that rate of funding and does very little to allow for proactive replacement of failing pipes
and infrastructure.
Recognizing this funding gap, Council directed staff, through Council Goal #7, to
“Identify and implement capital funding sources to address and expand the aging
stormwater system as well as finance projects focused on treating outfalls to the
Roaring Fork River.”
DISCUSSION:
Staff has identified a number of program funding options, with varying considerations for
effectiveness and viability. Some have sufficient potential revenue capacity and are free
of limitations that restrict their use or purpose. Others are more limited in application,
either because they have relatively little revenue capacity or because they are restricted
by legal standards or industry practice. Some revenue sources would require voter
approval.
The following is a brief review potential funding sources and important aspects for
Council to consider in determining if further investigation is desired.
User Fee/Utility
A stormwater user fee is similar to a water or wastewater fee – a charge is levied
based on “use” of the public drainage system and some measure of discharge to
it.
This is a very popular option across the nation - more than twelve-
hundred cities, counties, and districts in the United States have adopted
stormwater service fees, usually as a primary funding mechanism for
meeting the unfunded mandate of the EPA’s NPDES permit for municipal
stormwater systems.
Equitable approach as usually based on parameters that influence the
cost of services and facilities. For example, water rates are often based
on the quantity of water consumed (which influences supply source,
treatment, transmission, and other costs). Stormwater rate structures are
typically based on parameters such as impervious coverage, total
property area, and the percentage of impervious coverage, which
influence the burden (service demand) imposed on the stormwater
systems and programs.
Can be adopted by the City Council without voter approval. However,
these fees have been scrutinized and legally-challenged in Colorado and
across the nation as a hidden tax.
Offers substantial revenue potential.
Requires additional staff and operating funds to administer duties such as
a monthly billing system, customer questions, etc.
Provides easy opportunity to financially incentivize or reward stormwater
management and water quality improvements on individual properties.
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Without careful crafting, it will place more burden on large impervious
areas such as schools, affordable housing, and city-owned properties.
It may difficult to explain, defend, and implement on top of the existing property
tax.
Special Assessments.
A special assessment is a special district in which a charge is levied to recover
the cost of special projects constructed to benefit specific properties within the
district in measurable or estimable ways. The cost of a regional detention,
upsized conveyance to solve a local flooding problem, or water quality control
serving a limited area might be apportioned through an assessment in a similar
manner.
Costs are apportioned based on benefit rather than the cost of providing services
and facilities, and assessment amounts may be ad-valorem (property value)
based or structured using other parameters.
It may difficult to explain, defend, and implement on top of the existing property
tax.
Generates appropriate revenue to accomplish specific project.
Requires voter approval.
Relies on recovery of costs post construction, so up-front funds must be made
available.
Miscellaneous/Other Surcharges or Fees
Staff has brainstormed other fees or surcharges that have a strong nexus to
stormwater management and river health that could provide some revenue.
Ideas include:
Parking fees. Much of the City’s paved (impervious) area is for the purpose of
public parking. Impervious area is the direct driver for stormwater management
and one of the direct drivers for water quality impairments. The City could
consider an increase in parking fees to fund “green streets” or water quality
improvement projects that reduce the impacts of impervious areas.
Recreational access or use of the Roaring Fork River. Commercial rafting
operations are already charged access fees along the river, and their customers
indirectly benefit from improved water quality resulting from the Clean River
Program.
Water rate increase or surcharge. In some cases, stormwater fees are a flat
charge or surcharge on a user’s water bill and there is a loser correlation to be
made on the relationship between water usage and stormwater/river system
demand and impact. For instance, snowmaking and over-irrigation of lawns can
result in inflated runoff events or dry-weather events that activate pollutants
outside of the natural storm event.
Development impact fee or system development fee could be charged for new
development based on the incremental increase in demand and use of the
system or contribution of pollutants.
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It is yet to be determined how much revenue may be generated by such fees and
there could be associated collection costs that make these funding sources
inefficient.
Grants
Many organizations, from the local level to the federal government, offer grants and
assistance in the areas of watershed protection and water quality improvements.
Several City departments have been very successful in securing grants, especially for
the innovative projects the City of Aspen presents.
Grants are offered by various organizations to State Revolving Funds, CWCB
Watershed Protection, Colorado River Basin Roundtable, PitCo Healthy Rivers
and Streams Board.
Grants are a one-time allocation of funds therefore not stable or reliable.
More likely to fund water quality, riparian, river management, green streets
projects. Less likely to receive funding for infrastructure or pipes.
Not likely to receive grants from same funding organization regularly. Therefore
would need to be strategic is requests and apply to a wide variety of grant-
making organizations.
Grant application takes some staff time and administration and likely requires
matching funds.
Great for building support and partners for the program.
Economic downturn could result in less grants/funds available in the future.
General Fund
While staff understands that the City’s General Fund is already inadequate to fund all
projects needed and proposed each year, it is the typical source of funding for
stormwater management across the country, especially for stormwater infrastructure
installation, repair, and replacement.
Clean River capital projects could be evaluated individually against all other
competing projects or Council could elect for a dedicated contribution to the 160
Fund for some term to be used without restriction or used to fund a specific type
of project, such as pipe replacement.
Less stable or reliable, as priorities shift each year during the budget review.
Property Tax Increase
Revenue from the current dedicated property tax supplies the majority of funding for the
Clean River Program, at 0.65 mills and is de-Bruced from TABOR restrictions.
Increasing this tax by some amount would provide additional funding from an already
established source.
Taxes are very stable and reliable, once approved.
Requires voter approval.
Passed by more than 60% vote in 2007, before recession of 2008.
As indicated on the annual citizen survey, river health continues to be one of the
most important issues our citizens feel the City should address.
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May see less support or prioritization fall after this year where public health,
economic stability, childcare, affordable housing, and transportation rise in
importance. Increased taxes generally not favored in economic downturn.
Requires at least one-year prior to election for preparation.
Bonds
Bonding is not a revenue source but a borrowing mechanism. Through the use of
bonds, funding of major capital improvements may be expedited relative to procuring
funds through the annual budget process. The debt would be secured either by the
general revenues of the city or by the dedicated revenue stream of the 160 fund from
property taxes.
Would incur long-term debt
Allows for spending sooner rather than later, allowing more proactive
replacement of pipes avoiding potential failures and emergency expenses.
Public Private Partnerships
Several Clean River Program projects have been completed as a partnership with
private development. These are most often sought when the project, due to the natural
direction and accumulation of flow, must be located on or adjacent to a private property
but greatly benefits the public. These projects generally involve collaboration in design,
construction, and funding by the City and the private land owner.
Limited in scope, geography, and time. Therefore more of an opportunity that
cannot be planned or relied upon.
Not always appealing for the private entity as it requires private to front money,
and City will refund after completion.
Mutually beneficial as it typically occurs on land not owned by the City.
As is evident in the descriptions above, each potential funding source presents its own
unique advantages and disadvantages in addressing the shortages faced by the Clean
River Program fund. Staff is seeking feedback and direction from Council for further
investigation into any and/or all of the identified potential sources to make progress
towards implementation in 2021.
FINANCIAL IMPACTS: No financial impacts at this time.
ENVIRONMENTAL IMPACTS: No environmental impacts at this time.
ALTERNATIVES:None at this time.
RECOMMENDATIONS:None at this time.
CITY MANAGER COMMENTS:
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MEMORANDUM
TO: Mayor Torre and Aspen City Council
FROM: James R. True, City Attorney
Chris Everson, Affordable Housing Project Manager
Ben Anderson, Principal Long-Range Planner
THROUGH: Sara Ott, City Manager
Scott Miller, Public Works Director
Pete Strecker, Finance Director
Phillip Supino, Community Development Director
MEMO DATE: September 10, 2020
MEETING DATE: September 14, 2020
RE: 150 Fund and Acquisition Opportunities
REQUEST OF COUNCIL: The two work sessions on September 14th and 15th are
intimately related, but at each, staff will present Council with distinct information and
request distinct Council feedback. Together, the outcomes of the discussions will provide
staff with direction in identifying and pursuing short and long-term priorities for the 150
Housing Development Fund.
•The work session on Monday the 14th will include an Executive Session in
order for the City attorney to provide legal counsel to the Mayor and Council and
inform Council about specific acquisition opportunities which would compete with
approved (Burlingame) and future development projects (Lumberyard) for 150
Fund revenues,
Additionally, during the public portion of the 9/14 Work Session, staff will introduce
concepts and seek to inform Council on the following:
•the general state of the 150 Fund and constraints on achieving the full affordable
housing (AH) ‘wish list’,
•the policy priorities of land banking vs. development of units competing for 150
Fund revenues.
•AH opportunities beyond already approved projects,
•the 2040 sunset on the RETT and 0.45% sales tax and increasing potential of the
150 Fund.
•whether to explore potential alternative future revenue streams to augment the
150 Fund.
2
Exhibit F Cont.
42
Page 2 of 3
City Council Affordable Housing Priorities
September 14, 2020
Note: The Executive Session is necessary as specific, potential real estate transactions
will be discussed.
The work session on Tuesday the 15th will be held as a public session and will inform
Council about:
•specific 150 Fund cash flow scenarios,
•the relationship between land banking vs. development and impacts to the 150
Fund over time,
•requirements to maintain current affordable housing stock including expiring
deed restrictions, capital reserve needs, and prioritization of maintaining existing
stock relative to land banking and development,
•options for augmenting 150 Fund to meet priorities: debt, reallocation and
modification of existing revenue streams, development of new revenue streams.
At the Tuesday 9/15 work session, staff recommends a broad policy discussion and will
seek direction of Council preferences on the following:
•land banking vs development,
•debt vs. no debt (pledging the 150 Fund through bonding mechanisms),
•use of partnerships and other means of lowering burdens on the 150 Fund,
•prioritization of specific AH opportunities,
•maintenance of existing units relative to other 150 Fund priorities,
•potential alternative future revenue streams for AH.
SUMMARY AND BACKGROUND: Burlingame Phase 3 is currently scheduled for
construction from March 2021 to September 2022, and Council has directed staff to
prepare the Lumberyard for construction beginning in 2024. The City of Aspen 150
Housing Development Fund does have the capacity to support budgeting for the
Burlingame Phase 3 project as a condominium ownership facility. However, the 150 Fund
needs to be planned for future uses to be best prepared for the Lumberyard and any other
future housing development projects which Council may be inclined to set up for the future
of the affordable housing development program.
Council has expressed interest in pledging the 150 Fund revenue stream to issue debt
which could be used to accelerate the creation of more affordable housing. If Burlingame
3 is to be completed by mid-2022 and then if construction on the Lumberyard is to begin
in 2024, it appears necessary to issue debt to facilitate this sequencing. These financial
obligations will constrain use of 150 Fund dollars beyond Burlingame 3 and the
Lumberyard. Additionally, it also appears that, even if City Council does choose to issue
debt to support the Lumberyard construction start in 2024, the size of the first phase of
the Lumberyard will need to be limited. A more robust depiction of potential 150 Fund
cash flow scenarios will be presented at the work session on Tuesday the 15th.
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Page 3 of 3
City Council Affordable Housing Priorities
September 14, 2020
Into this already established program, new land acquisition opportunities have been
presented to staff that, if pursued, would require a clear prioritization of finite revenues in
the 150 Fund.
In summary:
1) While revenues into the 150 Fund are significant, there is a limited pot of money
to divide between acquisition of land, development of new units, and maintenance
of existing units.
2) There are a handful of tools available to leverage this revenue to achieve
Council AH Goals.
3) There are potential acquisition opportunities that may compete for the revenues
of the 150 Fund – depending on Council priorities.
4) By the end of the conversation on the 15
th staff seeks direction on the future
management and potential augmentation of the 150 Fund with these competing
priorities in mind.
It is not staff’s intention within these work sessions to construct or even discuss specific
policies related to capital reserves, deed restrictions, or maintenance of existing units.
However, staff is prepared to discuss as they relate to the broader policy discussion,
should questions arise.
STAFF DISCUSSION: Within the context presented above, the primary purpose of the
Executive Session on the 14th is to introduce Council to acquisition opportunities and
negotiation strategies given a re-prioritized use of 150 Fund revenues.
Staff requests that Council consider these issues when prioritizing the various AH
opportunities included in the September 15th work session discussion.
FINANCIAL IMPACTS: N/A
ENVIRONMENTAL IMPACTS: N/A
ALTERNATIVES: N/A
RECOMMENDATIONS:
CITY MANAGER COMMENTS:
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MEMORANDUM
TO: Mayor Torre and Aspen City Council
FROM: Chris Everson, Affordable Housing Project Manager
THROUGH: Scott Miller, Public Works Director
MEMO DATE: September 11, 2020
MEETING DATE: September 14, 2020
RE: Community Outreach for Lumberyard Conceptual Design Process
REQUEST OF COUNCIL: Staff is seeking input from Council for the upcoming round of
community outreach for the Lumberyard conceptual design process. Included below are
topics planned for the public outreach, including sample questions which the public will
be asked to weigh in on.
Council is asked to provide input as to whether these are the right questions to ask or
whether Council would prefer to ask alternate questions or additional questions as part of
the upcoming public feedback process.
SUMMARY AND BACKGROUND: Beginning June of 2019, the goal of the Lumberyard
conceptual design process has been to create community-vetted conceptual design
alternatives for the development of affordable housing at the Lumberyard property, and
for Council to select a preferred conceptual design by December 2020.
On June 24, 2019, Council approved Resolution #70 of 2019 and associated contract
with DHM Design for initial community outreach and conceptual design for the lumber
yard affordable housing development for 2019. The first round of public community
outreach occurred as planned during the fall of 2019, and a second round of public
community outreach occurred again in early 2020.
On April 14, 2020, Council approved a contract extension for DHM Design which included
a scope of work to allow for the continued conceptual design while the COVID-19 Stay-
at-home Order was in place. At a work session on July 6, 2020, DHM Design presented
the updated conceptual designs, and Council provided the design team with direction for
further plan refinements aiming toward 300+ units.
During a consent agenda discussion at Council’s regular meeting on August 11, 2020,
Council approved a contract amendment with DHM Design which included a work plan
for the Lumberyard conceptual design process through the end of 2020. The work plan
aimed to reach a preferred conceptual design by the end of 2020 and included an
additional round of public community outreach, consisting mainly of 6 weeks of web -
based online feedback through October. During the consent agenda discussion on
August 11, Council expressed some interest in reviewing what the public would be
specifically asked to weigh in on during the next round of outreach. The discussion below
5
Exhibit F Cont.
45
Page 2 of 8
explains the current plan, and requests input from Council as to whether or not Council
feels the right questions are being asked and, if not, how the questions should be modified
to be more suitable with Council’s expectations.
DISCUSSION: The upcoming round of community outreach for the Lumberyard
conceptual design process will be the third tranche of public community outreach
regarding this project. Council provided their most recent design direction to the
Lumberyard team at a work session on July 6, 2020, including the direction to refine the
conceptual plans to aim in the area of 300+ units on the site.
The next work session for City Council to review the design progress is scheduled for
October 26, 2020, and the objective of the upcoming round of community outreach is to
collect feedback from the community related to Council’s most recent design direction. At
the same time, the design team is also gathering technical data on noise and air quality
at the site as well as traffic impact information. Having both the community feedback and
the technical data in hand at the next work session with Council on October 26 will allow
Council to be fully informed when directing the next set of conceptual plan refinements.
After the work session on October 26, the design team expects to prepare near -final
versions of the conceptual plan alternatives. Those near-final conceptual plans will be
presented to Council at a work session on November 23, and Council will be asked to
select a preferred conceptual plan to continue forward with.
What tools will be employed for the upcoming community outreach?
Before jumping into the outreach topics, it is important to understand the format of the
outreach to be performed, or more specifically, the tools which will be employed. Due to
the ongoing public health crisis, the outreach will need to rely primarily on approaches
that generate participation and feedback without creating health risks for participants. The
following tools will be put to use for this purpose:
Project Website: All advertising will direct outreach participants to a website which will be
available at “aspenlumberyard.com”. The website will offer various ways to learn about
the project and provide feedback.
Community feedback topics and questions: On the project website, participants will be
able to view background information about each topic, consisting of graphic depictions
and explanatory text, to first inform them and provide appropriate background and
context. Participants will then be asked to answer certain questions after first having the
context established. Furthermore, each of the questions will be asked in a manner which
requests that they put on their “community hat” and provide answers based on their
perception of what the community needs, not based on what they as individuals want.
Conceptual Plans: On the project website, participants will be able to view the most
recently refined conceptual plan alternatives based on Council input from July. This will
include plan alternatives with density ranging from 250 to 350 units. The website will
provide a means for collecting participant feedback on the plans.
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Event schedule/information for webinars and small pop-up events: The project website
will provide information for participants to get further involved if they so desire.
General project information and schedule: The project website will allow participants to
understand where we’ve been and where we’re heading, including the process to date
and information about previous outreach and what has been learned to date.
Survey: The survey will available via the project website and will also be distributed
through social media and email. The survey is integrated into the website and offers
participants a chance to provide feedback on the topic questions and conceptual plan
alternatives.
Forms for open comments: Form fields will be integrated into the project website for any
other comments and ideas from the community. This will allow for folks to provide
additional comments as they see fit.
Webinar(s): A live internet-based presentation, open to the public and hosted on multiple
platforms (Zoom and Facebook Live), with pauses to answer questions and take polls.
Also planned are smaller live online events for targeted community groups. Recordings
of such live events will be posted on the project website after each such event.
Small group in-person pop-up events: These will include 10 or less people at a time,
consisting of socially distanced pop-up events to provide some level of personal
interaction (if possible, dependent on infection rates locally).
What topics will be discussed during the upcoming public outreach?
Since meeting with Council in July, the Lumberyard team has studied various alternatives
to respond to comments from City Council. From studying these alternatives, certain
variables emerged as central topics which are key differentiators. These are the topics
which the team is planning to ask the community to weigh in on:
•Density and massing trade-offs related to parking
•Density and massing trade-offs related to unit mix
•Innovations, such as co-living, green roofs, solar, net zero, project phasing
•Architectural character
•Project add-ons, such as childcare, ancillary surface parking, transit facilities
•Amenities, such as bike-share, car-share, parks, community gardens
What questions will be asked, and how will those be framed?
Each question will include background information to establish context. Below are sample
questions within each topic area which have thus far been discussed by the team for
potential inclusion.
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Topic: Density and massing trade-offs related to parking
Graphic representation of the trade-offs being discussed:
Question 1 Background:
•Podium parking is ground-level parking with housing units constructed above
•Podium parking is less expensive to construct than underground parking
•Podium parking results in more building height and mass or less total units
•Podium parking requires drive access through the site, creates bike and ped conflicts
•Underground parking is an underground parking garage with buildings above
•Underground parking results in less building height and mass or more total units
•Underground parking requires ramp access, car circulation occurs underground
Question 1a: Is it worth it to the community to have lower building height and massing or
the ability to create more units, even if this causes a higher project cost?
[ ] No [ ] Yes
Question 1b: Does the community benefit more from podium parking or underground
parking at the Lumberyard site? [ ] Podium [ ] Underground
Comments:
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Topic: Density and massing trade-offs related to unit mix
Graphic representation of the trade-offs being discussed:
Question 2 Background:
•The Housing Authority reports the greatest need is for rental housing
•New ownership units will be available at Burlingame Ranch Phase 3 in 2022
•Ownership units lean towards larger (more 2 & 3 bedrooms with some 1-bedrooms)
•Rental units lean towards smaller (more studio and 1-bedrooms with some 2-bedrooms)
•Larger units result in more building square footage or less total units
•Smaller units result in less building square footage or more total units
Question 2: What percentage rental vs ownership do you think the community needs at
the Lumberyard? [ %] Rental [ %] Ownership
Comments:
Question 3 Background:
•Studio and one-bedroom units are great for individuals, couples, and seniors.
•Two- and three-bedroom units are great for families
•Smaller units result in either less building mass or more units total
•In the current conceptual plans, the mix is based the unit mix from the findings of the
regional housing needs study, 67% studio and one-bedrooms and 33% 2 and 3-
bedrooms.
Question 3a: What percentage of studio and one-bedroom units do you think the
community needs at this site? [ %]
Question 3b: What percentage of 2- and 3-bedrooms do you think the community needs
at this site? [ %]
Question 3c: What percentage of 4+ bedrooms do you think the community needs at this
site? [ %]
Comments:
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Topic: Innovation – Co-Living
Graphic representation of the trade-offs being discussed:
Question 4 Background:
•Co-living is an innovative lifestyle trend occurring today in residential development that
responds to rising costs of real estate and the need for affordable housing
•Co-living employs the use of small individual studio units (not shared), but provides
larger shared common-area spaces for lounging, working, exercising, socializing
•Each small studio (not shared) is equipped with a small kitchen and a bathroom
•Including the common area amenity space, the overall amount of floor area is
decreased or there can be more units
Question 4a: With the proximity to transit and the AABC, do you think the Lumberyard is
a good potential site for co-living? [ ] No [ ] Yes
Question 4b: Are you afraid of the concept of co-living due to Covid-19, or do you think
that social distancing and other mitigation measures could be successfully
implemented? [ ] Afraid due to Covid-19 [ ] I think it could work
Question 4c: Are you disinclined to advocate co-living for some other reason?
[ ] I do not advocate this [ ] I think it could work
Comments:
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Topic: Architectural Character
Background: TBD (Work in process, actual images and quantity of questions will vary)
Question 5a: Considering the Lumberyard site and its surrounding neighborhood,
please choose the character image which more suitable:
Question 5b: Considering the Lumberyard site and its surrounding neighborhood,
please choose the character image which more suitable:
Question 5c: Considering the Lumberyard site and its surrounding neighborhood,
please choose the character image which more suitable:
NOTE: The Lumberyard team is also looking into a ranked-choice version of this
outreach component. If ranked-choice can be implemented, would Council
prefer that?
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Questions related to the following items are in process and will be similarly framed:
•Project add-ons, such as childcare, ancillary surface parking, transit facilities
•Amenities, such as bike-share, car-share, parks, community gardens
In addition to the questions included above, participants will be able to view the most
recently refined conceptual plan alternatives based on Council input from July. This will
include plan alternatives with density ranging from 250 to 350 units. For each density
scenario, participants will be able to view the updated site plans, parking plans and
perspective views, and form fields for comments will be provided. Those comments will
be collected with all other participant responses.
On the website and during all online events, an email address will also be provided so
that participants will be able to provide additional customized input as they see necessary.
Included as an exhibit is a draft communications outline which describes the approach,
strategy, tactics and timing related to upcoming public communications for the community
outreach as conceived to this point. When staff has heard feedback from Council, the
communications outline will be updated as needed to be finalized and the work will be
initiated.
FINANCIAL IMPACTS: n/a
RECOMMENDATIONS: Staff recommends that Council consider the topics and
questions proposed and provide direction whether these are the right questions to ask or
whether Council would prefer to ask alternate questions or additional questions as part of
the upcoming public feedback process.
CITY MANAGER COMMENTS:
EXHIBITS:
A – Draft communications outline
B - Presentation slides
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MEMORANDUM
TO: Mayor Torre and Aspen City Council
FROM: Chris Everson, Affordable Housing Project Manager
Ben Anderson, Principal Long-Range Planner
THROUGH: Sara Ott, City Manager
Scott Miller, Public Works Director
Pete Strecker, Finance Director
Phillip Supino, Community Development Director
MEMO DATE: September 11, 2020
MEETING DATE: September 15, 2020
RE: Future Planning for 150 Housing Fund Affordable Housing Policy
Considerations
REQUEST OF COUNCIL: Staff is requesting that City Council consider the discussion
items included and provide staff with direction for short - and long-term priorities for the
150 Housing Development Fund. Additionally, building on the discussion at the 9/14 work
session, staff seeks policy direction for Council on the following:
•land banking vs development,
•debt vs. no debt (150 Fund bonding mechanisms),
•use of partnerships and other means of lowering burdens on the 150 Fund,
•prioritization of specific AH opportunities,
•maintenance of existing units relative to other 150 Fund priorities,
•potential alternative future revenue streams for AH.
Specific questions for Council include:
•Does Council wish to pursue the use of debt to support the existing 150 Fund revenue streams
to maximize housing development in the short term?
•Does Council wish to consider the extension of the existing 1% Housing Real Estate Transfer
Tax (Housing RETT) and the 0.45% Sales Tax past the 2040 sunset?
•Does Council wish to direct staff to set aside funds in 2022-2023 to facilitate potential future
projects and/or ongoing care for the existing housing inventory?
•Does Council wish to direct staff to research and propose alternate revenue streams –
whether reallocation or increase of existing revenue streams, or the creation of new revenue
streams – for the 150 Fund to support land banking and affordable housing development?
2
Exhibit F Cont.
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SUMMARY AND BACKGROUND: The Burlingame Phase 3 project is currently
scheduled for construction from 2021 through 2022, and Council has directed staff to
prepare the Lumberyard project for construction beginning in 2024. The City of Aspen
150 Housing Development Fund has the capacity to support budgeting for the Burlingame
Phase 3 project as a condominium ownership facility . But the 150 Fund needs to be
planned for future uses to be best prepared for the Lumberyard, potential acquisition and
land banking opportunities, and any other future housing development projects (or other
initiatives related to maintaining existing housing inventory) which Council may be inclined
to set up for the future of the affordable housing program.
DISCUSSION: Council has expressed interest in issuing debt to augment 150 Fund
revenues which could be used to accelerate the creation of more affordable housing. If
Burlingame 3 is to be completed by mid-2022 and then if construction on the Lumberyard
is to begin in 2024, it appears necessary to issue debt to facilitate this sequencing.
Additionally, it also appears that, even if City Council does choose to issue debt to support
the Lumberyard construction start in 2024, the size of the first phase of the Lumberyard
will need to be limited. Staff has recently analyzed the capacity of the 150 Fund and has
developed the following fund management scenarios described below.
150 Fund Cash Flow Scenarios
Staff has included three cash flow scenario models for the 150 Fund as listed below. Each
of the three scenarios described below includes a debt issuance of $50 million leading up
to a 2024 Lumberyard construction start.
-- -
Scenario A: Build Burlingame 3 in 2021-2022, and build Lumberyard as one big phase in
2024-2026, include no Future/Other projects.
Please see the attached exhibits for a larger format version of the above cash flow model.
In Scenario A, the City of Aspen would budget $50 million across 2021 and 2022 to build
79 new units at Burlingame 3. The sale of those units in late 2022 and early 2023 is
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expected to provide approximately $20 million in revenues back to the 150 Fund. By the
end of 2023, the remaining balance in the 150 Fund is projected to be over $20 million.
Council’s most recent direction on the Lumberyard is to plan for some 300+ units with
construction starting in 2024. But Scenario A demonstrates that, even with the issuance
of $50 million in debt proceeds leading up to 2024, the Lumberyard project cannot be
completed as one big phase of some 300+ units in 2024-2026. As per the exhibit shown,
attempting to do so would cause the balance of the 150 Fund to run negative beginning
near the end of 2025. This leads staff to the following conclusions related to Scenario A:
• A 2023 ending fund balance of approximately $20 million is not enough to begin construction
on a significant portion of the Lumberyard project in 2024
• To facilitate a 2024 construction start for a significant portion of the Lumberyard project, it will
be necessary to issue debt leading up to 2024
• Construction of the Lumberyard project will need to be phased based on available funds,
including debt proceeds
- - -
Scenario B: Build Burlingame 3 in 2021-2022, and build Lumberyard as one big phase in
2024-2026, include Future/Other projects
Please see the attached exhibits for a larger format version of the above cash flow model.
As prior City Councils have demonstrated, it is important to consider both short- and long-
term goals of the affordable housing program. Development approval for Burlingame 3
was put in place 9 years ago, and a large portion of the Lumberyard property was
purchased in 2008. Those actions by prior City Councils to facilitate future projects were
performed at the expense of short-term activities and were executed in good faith that a
future Council would follow through with those plans.
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Since Scenario A shown above does not include any Council actions to facilitate future
projects beyond Burlingame 3 and the Lumberyard, nor does Scenario A consider
ongoing care for the existing housing inventory, Scenario B was created to measure the
extent to which the fund might be worse off if the 2023 fund balance of approximately $20
million were put to use for potential future projects and/or ongoing care for the existing
housing inventory.
In Scenario B, $20 million is set aside in 2022-2023 to facilitate potential future projects
and/or ongoing care for the existing housing inventory. Scenario B leads staff to once
again conclude that it will be necessary to issue debt leading up to a phased 2024
Lumberyard construction start and to additionally conclude that the 150 Fund is not
prohibitively worse off by using the short-term fund balance for potential future projects or
ongoing care for the existing housing inventory.
What those potential future projects or ongoing care for the existing housing inventory
might be is described in the discussion further below.
-- -
Scenario C: Build Burlingame 3 in 2021-2022, and phase the Lumberyard construction in
2024-2026 and 2028-2030, also accommodate Future/Other projects
Please see the attached exhibits for a larger format version of the above cash flow model.
Scenario C was created based on the conclusions described to this point and is the
approach recommended by staff for Council to accomplish its stated goals. Under
Scenario C, the 150 Fund would be managed to facilitate the following:
•Burlingame 3 would be completed in 2022 as an affordable condominium ownership project
with 79 units
•$20 million of projected fund balance is set aside in 2022-2023 to facilitate potential future
projects and/or ongoing care for the existing housing inventory
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•Approximately $50 million in debt proceeds is issued leading up to a phased approach to the
construction of the Lumberyard in 2024
•Construction of the Lumberyard is phased in roughly two halves, the first half constructed in
2024-2026, second half in 2028-2030
Although the Scenario C diagram shows a negative fund balance occurring at the end of
2030, by that time we would have a chance to see the annual revenue collections in the
years leading up to 2028-2030 and determine whether or not the final phase of the
Lumberyard would need to be pushed out by another year or two to keep the fund positive.
Due to the need for staff to project fund revenues in a relatively conservative fashion, the
150 Fund revenue sources often outperform staff projections, and the negative fund
balance in 2030 may not occur as shown and may not require the need to delay the
second half of the Lumberyard phasing.
Given the realities of the scenarios described above, staff seeks direction from Council
on how to balance the phasing of the Lumberyard with other AH priorities, including land
banking, additional development projects, and other potential uses of the 150 Fund?
(See Exhibit B for a score card in helping to guide prioritization).
-- -
Ongoing care for the existing housing inventory
The ongoing health of the City’s affordable housing program must consider both short -
term production of new affordable housing as well as long-term considerations, such as
upkeep of the existing affordable housing inventory, deed restriction sunsets, and future
production of new affordable housing. It is common for City Council to engage in
numerous different facets of the ongoing timeline of the affordable housing program.
While the creation of additional inventory is a stated goal of this Council, the maintenance
requirements and potential loss of existing units is a matter of concern for staff and the
future balance of the 150 Fund.
Potential future projects
Under the recommended Scenario C described above, the objective of setting aside some
$20 million for short-term investment in potential future projects would be to provide
Council the opportunity and flexibility to effectively “tee up” a project (or projects) for a
future Council to execute. This would require Council to balance current and future
affordable housing needs, i.e. balancing the desire to produce affordable housing sooner
versus producing some affordable housing sooner and making investments to ensure that
the City can also produce more affordable housing in the future.
With Burlingame 3 and the Lumberyard currently being pursued , it is also important for
Council to consider investing available funds (around $20 million in 2022-2023 in this
case) toward some “Future/Other Projects”. As directed, staff has continued to have
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occasional, and in some cases ongoing, check-ins and conversations about each of the
following types of opportunities, some of which could become more viable for potential
investment in the coming years:
150 Fund – Competing Priorities
Approved current projects •Burlingame 3
Approved future projects •Lumberyard
Potential future projects
•land banking for future projects
•housing development partnerships
•redevelopment with increased density at existing
properties (Truscott 200-300, Truscott 100, Marolt)
Ongoing care for existing inventory
•capital reserves / maintenance
•preservation of deed restrictions
•downsizing incentives program
Potential Bond Financing
In the event that Council wishes to prepare to issue debt as described, it may be
necessary to extend the existing 150 Fund revenues sources to facilitate coverage of the
debt service through the necessary bond term (potentially through 2054).
On November 4, 2008, City of Aspen voters voted in favor of extending the existing
housing 1% Real Estate Transfer Tax and 0.45% housing and daycare sales tax through
2040.
The 2008 ballot initiative was originally intended to support a bond debt issuance of nearly
$100 million to construct housing at Burlingame Phase 2 and at 488 Castle Creek, both
of which were later constructed without the use of debt, but at a slower pace to allow
existing 150 Fund cash flows to support those projects without the use of debt.
Staff seeks direction from Council as to whether the 2040 RETT and 0.45% Sales Tax
sunset ought to be extended to lower annual debt service repayment costs.
Augmentation of 150 Fund Revenue Streams
Whether or not Council wishes to prepare for the debt issuance described above,
Council may consider directing staff to research and propose augmentation of recurring
150 Fund revenue streams. Options remain to be determined and may include
alternatives such as:
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-Repurposing the Wheeler portion of the RETT to be used for housing,
-Adjustment to the existing 45% of the 0.45% sales tax dedicated to housing1,
-Introduction of additional taxes or potential other revenue streams.
Does Council wish to direct staff to research and propose alternate revenue streams –
whether reallocation of existing revenue streams or the creation of new revenue
streams – for the 150 Fund for the creation of more affordable housing?
FINANCIAL IMPACTS: Included in discussion
ALTERNATIVES: Numerous alternatives could be considered, such as:
•Council could reject the idea of setting aside $20 million in 2022-2023 to facilitate potential
future projects and/or ongoing care for the existing housing inventory and could instead
combine the $20 million with approximately $50 million in debt proceeds to be issued leading
up to 2024 to facilitate a larger initial phase of the Lumberyard
•Council could reject the proposed use of debt leading up to a phased Lumberyard construction
starting in 2024 and could instead take a ‘wait and see’ approach as to whether the projected
2023 fund balance of $20 million is outperformed by the existing 150 Fund revenue streams.
•Council could reject the proposed use of debt leading up to a phased Lumberyard construction
starting in 2024, and could instead direct staff to research the possibilities around potentially
augmenting the existing 150 Fund revenue streams, whether reallocation of existing revenue
streams or the creation of new revenue streams
RECOMMENDATIONS:
•Staff recommends that Council consider utilizing the approach described above in Scenario
C along with any potential variations which Council may wish to include in their direction.
•Staff recommends Council provide policy direction on the priorities of land banking and
development of additional units.
•Staff recommends Council direct staff to develop plans for the use of 150 Fund dollars to
ensure the maintenance of existing AH stock. Staff also recommends Council consider
financial and regulatory remedies for the sunsetting of existing deed restrictions.
CITY MANAGER COMMENTS:
EXHIBITS:
Exhibit A – Presentation slides including 150 Fund Cash Flow Scenario Diagrams
1 A portion of this tax goes to Kid’s First. Adjustments to the allocation of this tax toward the 150 Fund
without increasing the overall tax rate would be at the expense of the Kid’s First Fund.
859
MEMORANDUM
TO:Mayor and City Council
FROM:Pete Rice, PE, Division Manager, Engineering Department
THROUGH:Scott Miller, Director, Public Works
MEMO DATE:September 14th, 2020
MEETING DATE:September 22nd, 2020
RE:Roadway for Restaurant and Retail Recovery
REQUEST OF COUNCIL: Staff seeks approval of Resolution 81-2020 by Council to grant
staff authority to extend the closure of the Roads for Restaurant and Retail Recovery (R4)
programs initiated by Resolutions 33-2020 and 52-2020 until November 1
st, 2020.
BACKGROUND: The COVID-19 pandemic has created an unprecedented economic
challenge for businesses within the city. The restaurant and retail industries in Aspen
have been hit especially hard due to the nature of Aspen as a resort town. As businesses
begin to reopen, they will be allowed to operate at a limited capacity to meet social
distancing requirements provided by Pitkin County Health Orders.
To help invigorate the economic recovery in Aspen, City Council passed Resolution 33-
2020 to allow businesses in the core to utilize space within the roadway for commerce.
This open-air space allows restaurants and retailers to conduct business and
simultaneously adhere to public health orders.
During the implementation process, the goals of this initiative were to:
Address COVID-19 impacts and provide relief to the community
Increase physical space to facilitate social interaction, community connection, and
commercial activity while adhering to Pitkin County Health Order gathering
guidelines
Implement a street plan that is safe for the public and reflective of the feedback
received from the community and business owners
Facilitate economic recovery efforts through a transparent process with
opportunity for participation.
The project has successfully incorporated all these goals into the resulting product, which
is currently implemented in the streets of the downtown core for participating businesses.
As of today, twenty-two businesses have activated spaces in front of their storefront for
restaurant seating or merchandise display. The City provided 50 planter boxes to create
the boundary and safely approved utilization of the right-of-way for each business.
102
Exhibit F Cont.
60
Per Resolution 33-2020, the planned end date of the activation areas is October 12th,
2020.
City Council approved Resolution 52-2020 on June 23
rd, 2020, which has allowed Staff
to “apply discretion with regards to application and enforcement” of regulations within the
Land Use Code pertaining to temporary signage, outdoor vending and merchandising,
lighting, and decking, tenting, canopy, and umbrella sections. This resolution is in effect
until October 12th, 2020.
DISCUSSION: Due to the success of the implementation of the R4 programs through
Resolutions 33-2020 and 52-2020, business owners have indicated they would like to
extend the continuation of authority beyond the approved October 12th date. To
accommodate this, Staff recommends extending the R4 programs through November 1
st
to allow businesses an additional three weeks of right-of-way utilization.
Staff will be presenting a new resolution at a later date that will ask for authority on similar
programs to be applied during the winter period.
FINANCIAL IMPACTS: The proposed extension does not require additional funding, but
will decrease parking revenue in a similar manner compared to this summer.
RECOMMENDATIONS:Staff recommends approving Resolution 81-2020 to grant
continuation of authority to extend Resolutions 33-2020 and 52-2020 through November
1st, 2020.
CITY MANAGER COMMENTS: ____________________________________________
______________________________________________________________________
______________________________________________________________________
ATTACHMENT A –Resolution # 081, Series 2020
ATTACHMENT B –6/1/2020 Council Work Session Memo
ATTACHMENT C –6/23/2020 Council Regular Meeting Memo
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RESOLUTION # 81
(Series of 2020)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ASPEN
GRANTING CONTINUATION OF STAFF AUTHORITY TO EXTEND
RESOLUTIONS 33-2020 AND 52-2020 UNTIL NOVEMBER 1
st, 2020.
WHEREAS, City Council in Resolution # 033, Series of 2020, established
six outcome statements and related objectives for the City of Aspen COVID-19
relief efforts; and
WHEREAS, Outcome #4 as stated in Resolution # 033, Series of 2020,
provided the following direction to Council and City staff response efforts:
“Proactively and swiftly work to minimize further economic disruption and
actively encourage its recovery;” and
WHEREAS, City Council in Resolution #052. Series of 2020, gave direction
to staff regarding enforcement of regulation in the Land Use Code that may impact
economic recovery efforts, including, but not limited to the use of public right-of-
way for business activity
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF
THE CITY OF ASPEN, COLORADO,
That the City Council of the City of Aspen hereby approves the continued
authorization of staff authority of Resolutions # 033 and # 052, Series of 2020, past
the current sunset of October 12th, 2020 until November 1st, 2020.
INTRODUCED, READ AND ADOPTED by the City Council of the City of
Aspen on the 22
nd day of September 2020.
Torre, Mayor
I, Nicole Henning, duly appointed and acting City Clerk do certify that the
foregoing is a true and accurate copy of that resolution adopted by the City Council
of the City of Aspen, Colorado, at a meeting held September 22
nd, 2020.
Nicole Henning, City Clerk
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MEMORANDUM
TO:City Council
FROM:Ron LeBlanc, Special Projects Manager
THROUGH:Sara Ott, City Manager
MEMO DATE:October 8, 2020
MEETING DATE:October 12, 2020
RE:Winter in Aspen Vitality (WAV)
REQUEST OF COUNCIL:
The purpose of this discussion item is to present the City Council with a summary of the
activities underway to plan and prepare for the Winter 2020-21 season.
SUMMARY AND BACKGROUND:
At the direction of the City Manager, an internal team of city staff was assembled to address
the upcoming winter season. The Winter in Aspen Vitality (WAV) Team contributed to the
material presented tonight. Several city departments are represented: City Manager’s
Office, City Clerk, Administrative Services, Public Works, Engineering, Parking,Transit,
Community Development, Events, Environmental Health, Police and Parks & Recreation.
Work on this task has been underway since early August.
This report and presentation are organized into separate topics. Some topics are shared for
information purposes only, while others necessitate City Council direction or action. Any
item that requires formal City Council action will appear on the October 13 agenda.
The WAV Team program is a work in process. There are items under consideration that
have not been sufficiently vetted by staff at this point in time. The next City Council Work
Session on October 26 will likely include additional items related to winter activities.
One of the fundamental assumptions guiding the decisions and recommendations of the
WAV Team is simply we are planning for an estimated “baseline” of activity over the next
four months. For those periods when we anticipate a surge (Christmas Week, MLK
Holiday weekend, college spring break, and Presidents Day weekend) plans will be
developed to manage through the surge using existing staff and financial resources.
The WAV Team is organized under a “Unified Command” structure. This will:
Establish a clear chain of command.
Provide a strategic framework.
124
Exhibit F Cont.
63
Establish objectives and priorities.
Communicate an organizational structure that is accountable.
Assign specific responsibilities.
Develop timelines and deliverables.
DISCUSSION:
In order to facilitate the presentation and support City Council decision-making, this outline
provides a guide to use as we work our way through a lengthy list of topics.
1. Public Health Orders. The Governor’s Office and CDPHE will continue to issue
public health orders and guidelines. Pitkin County will also continue to issue public
health orders and guidelines. The discussion tonight will focus on those items that
involve city jurisdiction.
a. Masks. Should the City extend the mandatory mask zone? Current city
ordinance expires on November 4, 2020
i. City Council policy discussion, Council direction requested.
b. Other public health orders and updates.
2. Learning from other jurisdictions nationally and internationally. The WAV Team
monitored ideas, programs and policies from other jurisdictions. Mitch Osur will
provide an update.
a. City Council information only, no decision requested.
3. Parking. The WAV Team is recommending the designation of parking spaces
devoted to take out food. Mitch Osur will provide an update.
a. City Council information only, no decision requested.
4. Use of Bus Lane. Several individuals and entities such as ACRA have suggested that
hotel shuttles be allowed to use of the existing bus lane. Mitch Osur will provide an
update. Staff researched this issue and found the following:
a. Approval by several entities and jurisdictions would be required.
b. Hotel shuttles would be required to run a fixed route and accept all
passengers.
c. ADA considerations.
d. Hotel shuttles may be required to obtain special jitney licenses and insurance.
e. Other issues.
i. City Council information only, no decision requested.
5. Fee waivers (typically assessed on businesses engaged in temporary uses and outdoor
dining). This review and recommendation are the combined effort by several staff
and city departments. Ben Anderson will provide an update.
a. Waiving the Liquor Modification Fee is not recommended.
b. Fees in question are: Mall Lease Fees (City Clerk), Growth Management
Affordable Housing Fees (ComDev), Land Use Review Fee (ComDev),
Building Permit Fees (ComDev).
c. The rationale proposed for City Council consideration is as follows:
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i. Waiver is consistent with City Council goals to support locally owned
businesses and locally serving businesses.
ii. Waiver aligns with the over-all City-wide objective of “surviving
winter and thriving as a community”.
iii. Waiver supports local businesses by lowering COVID response costs
to individual businesses and streamlining processes.
iv. Waiver supports public health by supporting businesses to implement
COVID response solutions.
v. Waiver supports the local economy by promoting and enabling public
health compliant business activity.
vi. Waiver supports staff by reducing administrative workload and
streamlining the approval process.
d. City Council policy discussion. City Council direction requested.
i. City Attorney has advised staff to obtain City Council authorization
under the emergency powers established by City Council in response
to the pandemic and economic crisis.
6. Fee waiver for outdoor dining. There are two considerations to bring to the attention
of City Council. Scott Miller will explain the rationale in support of the
recommendation.
a. Re-consider the decision to apply a $1.00/sf fee for outdoor dining in the
public right of way for this past summer. While this was the intent of a
previous action by the City Council, we now have data that illustrates the
local economy did suffer this past summer. The economic impact of the
COVID economy did not apply equally to all businesses. There were 18
restaurants and 9 retailers using street and sidewalk space this summer.
Those fees total approximately $10,000. Re-considering this fee would be
well received in the business community and be viewed as a good will gesture.
b. Consider waiving the $1.00/sf fee for outdoor dining during the winter
season. Staff anticipates about 3 restaurants to occupy public right of way this
winter. The estimated financial impact is $3,000.
i. City Council policy discussion, Council direction requested.
7. Rules for outdoor dining (private property). WAV Team is seeking clarification
regarding the use of private outdoor spaces for dining. Ben Anderson will be
available for questions.
a.Are tents and awnings acceptable?
b. Other structures such as yurts, igloos, geodesic domes.
c. What heating sources are acceptable? Electric? Propane?
i. City Council policy discussion, Council direction requested.
8. Rules for outdoor dining (public ROW). WAV Team is seeking clarification
regarding the use of outdoor spaces for dining. Scott Miller will present.
a. Is Council comfortable with allowing outdoor dining in the public rights of
way?
b. Are open-flame heating sources acceptable?
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i. City Council policy discussion, Council direction requested.
9. Street closures. After considerable debate and discussion, the WAV Team does not
recommend any street closures at this time. At best, any street selected for closure
will please half the business while upsetting the other half. Closing the street
involved additional winter maintenance as a center strip must be cleared for
emergency vehicles. Scott Miller will respond to Council
a. City Council information only, no decision requested.
10.Expedited Community Development Review and Approval Process. With input
from several city departments, the Community Development Department has
prepared the attached streamlined approval process for temporary seasonal uses (see
attached). Ben Anderson is available for questions.
i. City Council policy discussion, Council direction requested.
11.Use of Parks. A variety of ideas and proposals from the public have been reviewed
and discussed among staff. The Parks and Recreation staff recommend that each
proposal be reviewed and vetted on its own merits taking into consideration a variety
of factors including but not limited to: location, park preparation, benefit to local
business economy, potential damage to turf and park facilities, staff commitment,
fencing, lighting, parking, portable toilets, power requirements, etc. City parks
should not be considered for extended winter use, only limited use such as weekends
or holidays. Austin Weiss, Interim Director, will present this item and respond to
City Council questions.
a. Winter Wonderland concept. WAV Team recommends against allowing a
winter village at Wagner Park. The concerns of the Parks & Recreation
Department will be explained during the meeting.
b. City Council information only, no decision requested.
12.Signature event-Winter Polo. The City has received a proposal to use a city park for
a winter polo event. A staff memo is attached. Nancy Lesley will present the details
(see attached memo).
a. City Council policy discussion, Council direction requested.
13.Special events – Draft list (subject to change). Nancy Lesley will review the
following concepts.
a. November-
i. 27/28/29** Possibility of scavenger hunt/Mice on Main/retail
component
ii. 30
th - Nordic Snowshoe Full Moon with Free Hot Chocolate (Aspen
Nordic Center)
b. December:
i. All month
1. Promote the Nordic Trails
2. Promote the Fat Bike Course
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3. Promote Nordic Events (Town Series) work with Ute
Mountaineer
ii. 1/5/8/12/15/19/22/26/29– Walking Tours – through the Historical
Society
iii. 2 – Gazebo lighting and caroling in Paepcke Park with social distance
iv. 2/9/16/23/30 – Hosted Fat Bike rides at the Aspen Nordic
Center/Golf Course
v. 15 – 31 Window Decorating Contest in core
vi. 15 – 31** Possibility of Scavenger Hunt/Mice on Main
vii. 12/20/21 Santa in a Snow Globe – ability to take photo or talk no
touch
viii. 12 – 24 Holiday backdrops for photos
ix. 18 – 23 Holiday Carolers walk town
x. 18/19 Snow Polo on Wagner Park
xi. 23 – Aspen High School Band Paepcke Park
xii. 29 – Nordic Snowshoe full moon with free hot chocolate (Aspen
Nordic Center)
xiii. 31 – New Year’s Eve celebration
xiv. Free Skate at the AIG noon – 5pm reservations required and time and
group size limit
xv. Coupon handouts during the day (cookie, coffee at local businesses)
c. January
i. 2/5/9/12/16/19/23/26/30 – Walking Tours through the Aspen
Historical Society
ii. 6/13/20/27 Hosted Fat Bike Rides
iii. 10 – Owl Creek Chase
iv. 15/16/17 Host Outdoor Ice Bars (If weather and restaurants allow)
v. 27/28/29/30 Possibility of Scavenger Hunt/Mice on Main
vi. 28 Nordic/Snowshoe Full Moons with Free Hot Chocolate
d. February
i. 2/6/9/13/16/20/23/27 Walking Tours through Aspen Historical
Society
ii. 6 Fat Bike Race
iii. 3/10/17/24 Hosted Fat Bike Rides
e. March
i. TBD with weather and success (or not) of other events
ii. **Scavenger Hunts/Mice on Main will be weather dependent and
ideally have a “drive business component”
f. City Council information only, no decision requested.
14.October 26 City Council Work Session.
a. Additional items for future discussion
i. Transit
ii. Re-opening city facilities
iii. Childcare
12867
iv. Crowd control
b. City Council information only, no decision requested.
15.Other topics City Council would like to include for discussion on October 26.
ENVIRONMENTAL IMPACTS:
Each of the above situations and conditions brings its own set of environmental impacts
which will be discussed during each presentation.
ALTERNATIVES:
The WAV Team will continue to work on a variety of issues concerning the winter season.
RECOMMENDATIONS:
The WAV Team has identified items above for City Council direction and seeks favorable
consideration of their recommendations.
CITY MANAGER COMMENTS:
12968
MEMORANDUM
TO:City Council
FROM:Nancy Lesley, Interim Executive Director of the Wheeler Opera
House and Director of Special Events,
Austin Weiss, Interim Director of Parks and Recreation,
Matt Kuhn, Interim Parks & Open Space Director
THROUGH:Sara Ott, City Manager
MEMO DATE:October 30, 2020
MEETING DATE:November 2, 2020
RE:Aspen Winter Village Concept Proposal
REQUEST OF COUNCIL:Staff is providing information and staff analysis to the City
Council regarding a proposal to use Wagner Park for an Aspen Winter Village. Staff is
requesting discussion and direction on the proposal as a whole, and specifically three
policy questions outlined below.
SUMMARY AND BACKGROUND:
On Thursday, October 22, 2020, City Council and staff received an emailed proposal for
a two-week activation of Wagner Park. This private ticketed event would offer lunch/après
ski/dinner service with music, comedy and talent with the goal of bringing “radical
inclusion” and holiday spirit to the community. Wagner Park would play host to yurts, fire
pits and a stage, with a back of house set up utilizing both tents and trailers.
Special Events staff has not yet received a formal event permit application. Under current
public health orders, this request would also require approval from Pitkin County given
the potential attendance capacity considerations. Estimated ticket sales were estimated
at 15,750 for the entirety of the activation.
The proposal has been presented in a conceptual form to date, and staff is seeking
direction from Council on three policy exceptions prior to directing the applicant to submit
a formal Special Event Permit Application.
1. This proposal appears to be a private, commercial, and exclusive use of Wagner
park. Typically, these three factors would preclude a staff recommendation for a
new special event. Does Council support an exception to previously
established criteria for a commercial, for-profit lease of Wagner Park?
2. The duration of this event is approximately three weeks including load-in and load-
out over two holidays. This time period has traditionally been classified as a black-
69
out date as well. Does Council support an extended closure to Wagner Park
during the holiday black-out season?
3. The closest applicable fee in the 2020 Fee Ordinance is $8,415, for exclusive use
of a park. Does Council support a fee of $8,415 for the exclusive use of the
park for three weeks, or shall an alternative figure be discussed?
If Council supports these policy shifts, the next step is for the organizer to submit a
detailed special event application. Given a very short window for logistical planning and
review, staff have summarized several topics that Council may want to consider for
advisement to staff.
COVID considerations:
1. State and county public health orders will need to be addressed by the event
organizers. A safety plan will ultimately need to be approved by Pitkin County
Health Department and would be the responsibility of the event applicant.
2. Crowd size remains a moving target. As recently as Friday, October 30, state and
county health officials were discussing the need to control crowd size as part of
the greater health orders to address the rise in cases.
3. The proposal indicates 320 tickets would be sold per event 3 times a day; 320
lunch/320 après/320 dinner with an anticipated attendance over the course of the
activation of 15,750.
Special event and park logistical considerations:
1. A formal special event permit application has not been submitted to Special Events
staff at this time. It will be critical that the applicant submit the complete and
detailed special event application within days so that all relevant parties can review
the application.
2. The proposal includes many tents and structures, and based on the conceptual
proposal, there will be many elements that need review for compliance with
building code, security, and life-safety requirements.
3. It is unclear to staff what arrangements the Winter Village event will make to open
the venue to the general public as a non-ticketed event.
4. Protection of the turf is a concern of Parks staff. The preceding Snow Polo event
will likely require snowmaking and a strict contract that makes the event sponsor
responsible for the turf condition (including financial responsibility to repair damage
in the spring).
a. The follow up Winter Village event would raise questions of which event is
responsible for the turf condition. There is no way for Parks staff to
determine the condition of the turf after Snow Polo until the spring. This
may pit the two events against each other when the time comes for the city
to assess damages to the turf.
5. The Winter Village event includes a heavy emphasis on food and beverage
service. The snow is likely to become polluted as a result of these activities. The
debris left may remain covered by successive snow falls and reappear in the spring
thaw, presenting nuisance issues and generating citizen complaints.
70
6. Similar to the Winter Snow Polo event, the Aspen Winter Village event will require
an extensive lease agreement, including posting a bond, letter of credit or cash to
cover damages. The terms and conditions expressed in the lease agreement will
need to be reviewed by City Attorney’s Office.
7.Last minute event logistics will likely occur. Unlike Food and Wine and Snow Polo
where the City staff have developed working relationships over the years and
perfected event planning, this will be an entirely new event production team.
8. Without a formal application that details specific details regarding the sale of
alcohol, the City Clerk’s Office and Police Department are unable to offer
comments.
9. The event needs to detail a medical services plan.
10.This event is close to the scale of Food and Wine, and staff anticipate that the
event will impact parking, and may require road closures or shifts to single lane
traffic.
11.Open questions regarding non-ticketed attendance and crowds will need to be
addressed outside the fence line.
Relevant Policy considerations:
At the August 16, 2016 City Council work session, a park rental framework was
established for which all park rentals and new special event permit applications are to be
considered. Specific to this application is the subject of blackout dates from December
20-January 3 each year. This management approach for park rentals and event permits
was implemented in order to help balance the use of the public space for non-profit,
private, and for-profit events, during some of the City’s busiest weeks of the year.
FINANCIAL IMPACTS: The event may generate sales tax revenue. Staff time is
generally not accounted for during review of special event permits, though the expedited
nature of this review may impact other City priorities for each department. Parking
revenue may be offset by fees.
ENVIRONMENTAL IMPACTS: Amplified sound and noise are not yet known, but
consideration should be given to noise impacts this event would create given the close
proximity to residential and commercial operations. Additional exterior lighting will be
required, and site security plans may require lighting all night for security personnel.
Potential for pollution on snow from food and beverage sales. Litter and debris will likely
appear in the spring. Event producer may need to supplement electrical needs with
generators, likely fueled by diesel.
ALTERNATIVES:
RECOMMENDATIONS:
CITY MANAGER COMMENTS:
ATTACHMENTS : Revised plan for the use of Parks and City Owned Facilities for
Special Events, link to applicant’s proposal: http://bit.ly/AspenWinterVillage
71
72
2021 BUDGET DEVELOPMENT
Truscott I, Marolt, Debt Service
Housing Admin, Smuggler, Truscott II, Aspen Country Inn
73
2
•Work Session for HHS IGAs and Grants
•ACRA Grant $’s: How Much Used and How
•Per Pupil Funding from State for Education
•Work Session for REMP Use
o HVAC Systems & Older Building Envelopes
Items from Last Meeting
74
2021 BUDGET DEVELOPMENT
Truscott Fund (491 Fund) & Marolt Fund (492 Fund)
NOVEMBER 02, 2020
Diane Foster, Assistant City Manager & Interim Executive Director APCHA
Cindy Christensen, Deputy Director APCHA 75
What We Do
Truscott I
•109 Long-Term Rental Units
4
Marolt
•100 Seasonal Rental Units
o Summer = MAA
o Winter = Temp Workforce
76
Changes Due to COVID
5
•Operational adjustments
•Prioritization efforts -Maintenance
•Staffing –In-Office & Working from Home
•Service Delivery
•In-person vs online support
•Volume / workload impacts
•Capital Changes
•Funding Sources Changing
77
Supplemental Requests
6
Recommended Supplementals
•Cafeteria Plan: $2,100 (Truscott I) & $680 (Marolt)
78
On the Horizon
7
•Truscott I
o Redevelopment Opportunity
•Marolt
o MAA Renovation of Cafeteria Space
79
Revenues & Expenditures –Truscott I
$1,321,250
$1,594,280
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
2019 2020 2021 2022 2023 2024 2025
Revenues
8
Fund
begins to
transfer
$150K/yr in
2023
80
Fund Balance –Truscott I
$317,307
$199,285 $0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
2019 2020 2021 2022 2023 2024 2025
Funds Available 12.5% Uses Reserve 9
Major
Capital
Renovations
81
Revenues & Expenditures -Marolt
$852,500
$1,475,670
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
2019 2020 2021 2022 2023 2024 2025Revenues
One-time Transfer
of $1.7M to
Housing Dev Fund
10 82
Fund Balance -Marolt
$437,470
$184,459
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
2019 2020 2021 2022 2023 2024 2025
Funds Available 12.5% Uses Reserve 11 83
Revenue Sources
$41,420
$1,279,830
$0 $500,000 $1,000,000 $1,500,000
Other Property
Income
Rents
12
Truscott I Marolt
$25,000
$77,500
$750,000
$0 $300,000 $600,000 $900,000
Cafeteria
Lease /
Music Room
Rentals
Other
Property
Income
Rents
84
$19,630
$104,100
$106,900
$153,990
$506,660
$703,000
$0 $300,000 $600,000 $900,000
Administrative
Capital
Transfers Out
Property Management
Services
Facilities Maintenance
Debt Service
Expenditure by Program
13
1.30 FTE $7,580
$93,180
$145,500
$379,110
$850,300
$0 $500,000 $1,000,000
Administrative
Property
Management
Services
Capital
Facilities
Maintenance
Transfers Out
1.21 FTE
Truscott I Marolt
85
2021 Capital Projects –Truscott I
$13,000
$14,000
$15,000
$25,000
$25,000
$0 $10,000 $20,000 $30,000
Appliance Range/Oven Replacement - 2021
Replace carpet flooring & paint Bld 100
apts. - 2021
Mechanical 100 Building Office and
Clubhouse - 2021
Truscott Boiler in Clubhouse - 2021
Interior Unit Plumbing and Fixtures - Bld
100 Units - 2021
14 86
2021 Capital Projects -Marolt
$10,000
$15,000
$25,000
$31,000
$50,000
$0 $20,000 $40,000 $60,000
Purchase new furniture - 2021
Interior Painting of Units - 2021
Refurbish Interiors - 2021
Exterior Painting - 2021
Carpet & Vinyl Replacement - 2021
15 87
16
Questions?
88
2021 BUDGET DEVELOPMENT
Debt Service (250 Fund)
November 2, 2020Pete Strecker, Finance Director 89
Debt Service Fund
18
DEBT SUMMARY
Series Description 1/1/2021
Principal
Payments
Interest
Payments 12/31/2021 Funding Source
Series
2009
General Obligation Housing
Refunding Bonds $675,000 $675,000 $27,000 $0 Housing Rentals and
RETT Funds
Series
2009
Parks and Open Space Sales Tax
Revenue Refunding Bonds $785,000 $785,000 $31,400 $0 1.5% Sales Tax for
Parks
Lease Purchase $58,998 $46,912 $2,014 $12,085 Utility Savings
Series
2012
Parks and Open Space Sales Tax
Revenue Refunding Bonds $1,530,000 $1,460,000 $61,200 $70,000 1.5% Sales Tax for
Parks
Series
2012
Parks and Open Space Sales Tax
Revenue Bonds $5,225,000 $0 $154,713 $5,225,000 1.5% Sales Tax for
Parks
Series
2013
Parks and Open Space Sales Tax
Revenue Refunding Bonds $8,295,000 $0 $312,375 $8,295,000 1.5% Sales Tax for
Parks
Series
2014
Parks and Open Space Sales Tax
Revenue Bonds $2,135,000 $310,000 $82,300 $1,825,000 1.5% Sales Tax for
Parks 90
Debt Service Fund
19
DEBT SUMMARY
Series Description 1/1/2021
Principal
Payments
Interest
Payments 12/31/2021 Funding Source
Series
2017
Aspen Police Department
Certificates of Participation $16,620,000 $335,000 $820,550 $16,285,000 Taxable Certificates of
Participation
Direct Placement Loan $1,550,000 $305,000 $44,950 $1,245,000 Available Electric Utility
Fees
Lease Purchase $159,388 $50,968 $5,498 $108,420 Golf Fund
Series
2019
City Administrative Offices
Certificates of Participation $24,695,000 $425,000 $1,230,500 $24,270,000 Taxable Certificates of
Participation
Series
2020
Certificates of Participation
Loan $2,127,000 $25,000 $54,368 $2,102,000 Taxable Certificates of
Participation
$64,875,386 $4,417,880 $2,867,667 $60,457,506 91
Debt Service Fund
20
General Fund
$58,998
0%
Debt Service
Fund
$62,432,000
96%
Golf Fund
$159,388
0%
Electric Fund
$1,550,000
3%
Truscott Fund
$675,000
1%
DEBT BY FUND
Housing Bonds
$675,000
1%
Lease
Purchases
$218,386
0%Parks and
Recreation Bonds
$18,990,000
29%
Facility Bonds
$44,992,000
70%
DEBT BY TYPE General Obligation Debt Max:
20% of $1.83B or $366M
As of 1/1/21: $675,000 GO Debt
92
21
Questions?
93
Changes to Original 2021 Proposed Budget
22
•Proposed Council Salary Changes Worked in for 2021
o $29,000 from General Fund –75% in Year 1 + Taxes
•Increase Payment to APCHA for City’s Share of Subsidy
o $70,450 increase in 150 Housing Development Fund
•Adjust Property Management Costs Paid to APCHA
o $20,090 increase in Truscott I Fund
o $30,000 decrease in Marolt Fund
•Updated CIRSA Premium
o $27,650 Increase Citywide (most funds)
•2021 Projected Opening Balances 94
Adoption Meetings
23
•Tues. Nov 10:
o 1st Reading of Fee Ordinance & Budget Resolutions
•Tues. Nov 24:
o 2nd Reading of Fee Ordinance & Mill Levy Resolution
2020 Orig.
Budget 2021 Budget $ Change %
Change
Revenues $151,495,585 $136,886,998 ($14,608,587)(9.6%)
Base Operating: On-Going $75,985,910 $74,647,220 ($1,338,690)(1.8%)
Base Operating: One-Time $891,000 N/A ($891,000)N/A
Supplementals N/A $1,329,240 $1,329,240 N/A
Reductions $0 ($1,975,410)($1,975,410)N/A
Total Operating $76,876,910 $74,001,050 ($2,875,860)(3.7%)
Capital Outlay $28,660,750 $59,426,280 $30,765,530 107.3%
Debt Service $7,408,320 $7,294,958 ($113,362)(1.5%)
Net Appropriations $112,945,980 $140,722,288 $27,776,308 24.6%
Transfers $34,501,270 $27,054,440 ($7,446,830)(21.6%)
Total Appropriations $147,447,250 $167,776,728 $20,329,478 13.8%
Ending Fund Balance $127,354,152 $129,877,828 $2,523,676 2.0%95
2021 BUDGET DEVELOPMENT
Housing Administration Fund (620 Fund)
November 2, 2020Diane Foster, Interim Executive Director
Cindy Christensen, Deputy Director 96
Who We Are
25
IGA
Board
Staff
8 Seats Total:
4 –Elected Officials
4 –Citizen Appointees
Intergovernmental
agreement between
Pitkin County and
the City of Aspen
Staffing the Main
office and the
Properties office
97
What We Do
26
Big Picture
Oversee affordable
workforce housing
program and partner
in AH development
projects
Policy
Appointed Board of
Directors in
consultation with City
Council and BOCC
Daily Operations
Administration:
-Qualifications
-Sales
-Rentals
-Compliance
-Property Mgmt.
-Maintenance
-Policy Research &
Recommendations 98
Total Housing Inventory
27
<50%50-85%85-130%130-205%205-240%No Income
Limit
Cat 1 Cat 2 Cat 3 Cat 4 Cat 5*RO
Number:139 541 722 588 93 997
Percent:5%18%23%19%3%32%
0%
5%
10%
15%
20%
25%
30%
35%
0
200
400
600
800
1000
1200
Total Units:
3,080
99
Changes Due to COVID
28
•Service Delivery
•Needed to close APCHA E Hyman office to customers
•Moved support online/email/phone & access to paper outside office
•Working on partitioning the office for people to complete paperwork
•Changes to how APCHA’s Maintenance Team turns over units &
entering client property only for urgent requests
•Operational Adjustments
•No use of Marolt by Music Festival & School
•Early challenges renting Marolt for winter -now booked
•COVID protocols for all staff
100
Supplementals
29
Recommended Supplementals
$224,825 for HomeTrek 2021 Operating Costs
2021 HomeTrek operating budget = $70,000 (in base budget)
Actual for 2021 is $294,825 ($224,825 shortfall)
Actual for 2022 & beyond @$224,825 ($155,825 shortfall –already built into LRP)
$68,200 for HomeTrek Capital Project
Capital budget is now $1,475,000
Forecasting a $68,200 shortfall
Cafeteria Plan: $6,700
Impact: Increase subsidy by $70,450 for a total City subsidy of $475,150
101
On the Horizon
30
•5-Year Strategic Plan
•HomeTrek Implementation 2021
•Additional Software Licensing Costs
•APCHA Census 2021/2022
102
Revenues & Expenditures Trends
$2,376,740
$2,673,319
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
2019 2020 2021 2022 2023 2024 2025
Revenues Expenditures 31 103
Fund Balance
$325,696
$334,165$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
2019 2020 2021 2022 2023 2024 2025
Fund Balance Reserve 32
City / County
Subsidy Floating to
Achieve 100% Target
HomeTrek
Software
104
Floating City / County Subsidy
33
2020 2021 2022 2023 2024 2025
Aggregate
Subsidy $809,400 $950,300 $892,300 $1,108,600 $1,246,800 $1,398,600
Percent
Change 2%17%(6%)24%13%12%
105
Revenue Sources
$106,110
$161,900
$225,000
$433,430
$475,150
$475,150
$500,000
$0 $200,000 $400,000 $600,000
Other Unallocated
Facility Maintenance
Sales Fees (2%)
Management Fees (12%)
City Subsidy
County Subsidy
Foreclosures*
Labor Reimbursement for
Tax Credit Properties
34
$300K+ City Properties
$133K+ Tax Credit
$950K+
Subsidy
* Placeholder Estimate –Net Zero with Offsetting Expense Line Item 106
$68,200
$110,790
$111,700
$226,344
$240,520
$288,820
$530,000
$1,096,945
$0 $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000
HomeTrek
Sales
Qualifications
Property Maintenance
Property Management
Compliance
Capital
General Administration
$130K Labor Reimbursed +
$90K Office Lease
$500K Foreclosure
Buy Back Authority
Expenditure by Program
35
12.32 FTE
107
2021 Capital Projects
$30,000
$68,200
$500,000
$0 $200,000 $400,000 $600,000
Fleet
HomeTrek (Supplemental)
Purchase of Foreclosed Units
36 108
37
Questions?
109
2021 BUDGET DEVELOPMENT
Smuggler Housing Fund (622 Fund)
NOVEMBER 2, 2020Cindy Christensen –Deputy Director 110
The Property
39
•11 Low Income Units
111
Revenues and Expenditures
40
$75,134
$78,530
$0
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
2019 2020 2021 2022 2023 2024 2025
Revenues Expenditures 112
Fund Balance
41
$397,434
$9,816
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
$450,000
2019 2020 2021 2022 2023 2024 2025
Funds Available 12.5% Uses Reserve
Low Operating and
No Capital =
Low Target Reserve
113
Revenues Sources
42
$130
$2,004
$73,000
$0 $20,000 $40,000 $60,000 $80,000
Other Revenues
Investment Income
Rental Income -
Permanent
114
Expenditures by Program
43
$3,000
$8,760
$9,360
$15,320
$42,090
$0 $5,000 $10,000 $15,000 $20,000 $25,000 $30,000 $35,000 $40,000 $45,000
GF Overhead
Property Management
General Administration
Capital
Property Maintenance
0.17 FTE
115
2021 Capital Projects
44
$1,620
$4,400
$4,600
$4,700
$0 $1,000 $2,000 $3,000 $4,000 $5,000
Individual Hot Water Heater
Replacement
Carpet & Vinyl Replacement
Appliance Replacement
Asphalt Seal Coat
116
45
Questions?
117
2021 BUDGET DEVELOPMENT
Truscott II Housing Fund (641 Fund)
NOVEMBER 2, 2020Cindy Christensen/ Pete Strecker 118
The Property
47
•87 Long-Term Units
•Previously Funded Tax Credit Project
119
On The Horizon
48
•Structural Concerns @ 200 & 300 Buildings
•LURA Restrictions Through 2032
•Redevelopment Opportunity & Outstanding CHFA Loan
•Partnership Structure
120
Revenues & Expenditures
49
$1,162,180
$1,328,880
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
$1,800,000
2019 2020 2021 2022 2023 2024 2025
Revenues Expenditures 121
Fund Balance
50
$368,304
$166,110
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
2019 2020 2021 2022 2023 2024 2025
Funds Available2 12.5% Uses Reserve
Building
Reserves for
Future
Capital
Projects
122
Revenue Sources
51
$3,800
$7,000
$29,380
$1,122,000
$0 $300,000 $600,000 $900,000 $1,200,000
Investment Income
Section 8 Housing
Assistance
Other Revenues
Rental Income -
Permanent
123
Expenditures By Program
52
$83,280
$134,760
$313,900
$396,940
$400,000
$0 $100,000 $200,000 $300,000 $400,000 $500,000
General Administration
Property Management
Property Maintenance
Debt Service
Capital
124
2021 Capital Projects
53
$400,000
$0 $100,000 $200,000 $300,000 $400,000 $500,000
Painting 10-70 and 200-300
Buildings
125
54
Questions?
126
2021 BUDGET DEVELOPMENT
Aspen Country Inn Housing Fund (642 Fund)
NOVEMBER 2, 2020Cindy Christensen/ Pete Strecker 127
The Property
56
•40 Long-Term Units with Senior Priority
•Tax Credit Project (2019 Final Payment Received)
128
Revenues & Expenditures
57
$373,020
$359,810
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
2019 2020 2021 2022 2023 2024 2025
Revenues Expenditures 129
Fund Balance
58
Works Differently from Other City Funds
•Required Operating Reserve of $122,190
•Increasing Replacement Reserve of $14,000 / Yr.Fully
Funded
Additional Operating Revenues
•Deferred Developer Fee: $60K
•City Loan ($2.583M)
130
Revenue Sources
59
$2,650
$4,650
$10,380
$355,340
$0 $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000
Other Revenues
Laundry
Section 8 Housing
Assistance
Rental Income -
Permanent
131
Expenditures By Program
60
$27,260
$42,740
$138,270
$151,540
$0 $20,000 $40,000 $60,000 $80,000 $100,000 $120,000 $140,000 $160,000
General Administration
Property Management
Debt Service
Property Maintenance
132
61
Questions?
133